National Aeronautics and

Space Administration 2003FISCAL YEAR

Performance and Accountability ReportThe interior of a crater surrounding the Mars Exploration Rover Opportunity at Meridiani Planum onMars can be seen in this color image from the rover's panoramic camera. This is the darkest landingsite ever visited by a spacecraft on Mars. The rim of the crater is approximately 10 meters (32 feet)from the rover. The crater is estimated to be 20 meters (65 feet) in diameter. Scientists are intriguedby the abundance of rock outcrops dispersed throughout the crater, as well as the crater's soil, whichappears to be a mixture of coarse gray grains and fine reddish grains.

Data taken from the camera's near-infrared, green and blue filters were combined to create thisapproximate true color picture, taken on the first day of Opportunity's journey. The view is to thewest-southwest of the rover.

Image Credit: NASA/JPL/Cornell

Message from the Administrator

Fiscal Year 2003 was a challenging year for NASA. We answers by discovering the “new” oldest planet in our Milkyforged ahead in science and technology. We made excellent Way Galaxy. We made progress in our expendable launchprogress in implementing the five government-wide initiatives vehicle program and in our efforts to resolve problemsof the President’s Management Agenda, and we fully met or related to long-duration space flight—efforts that have directexceeded more than 80 percent of our annual performance application to health-related issues on Earth. We alsogoals. Sadly, however, 2003 will be remembered foremost identified Education as a core NASA mission, establishedas the year of the tragic Shuttle Columbia accident and the the Education Enterprise, and launched the Educatordeaths of seven dedicated astronauts. No accomplishments Astronaut Program.can balance the scale of this horrific loss. We can, however,honor the legacy of our fallen heroes by correcting the Throughout FY 2003, NASA continued to redefine what isproblems that caused the accident, re-affirming our uncom- possible by leading the way in emerging scientific andpromising commitment to safety, and implementing the technical fields. Many of the year’s achievements came fromrecommendations of the Columbia Accident Investigation the Hubble Space Telescope as it continued to bring theBoard (CAIB) Report to make space flight as safe as humanly wonders of the universe down to Earth. Others came directlypossible. We owe this to the astronauts’ families and to the from experiments and studies done onboard ColumbiaAmerican people. before its tragic end. All of our achievements are a credit to the committed members of the NASA family who, even inPerhaps NASA’s greatest challenge in FY 2003 was the face of overwhelming loss, did not give up on NASA’scontinuing the work of the Agency as we mourned and Vision, Mission, and Goals.rebounded from our loss. We made excellent progress inunderstanding the Earth system and the ability of humankind As we look ahead to 2004 and beyond, we do so with rein-to adapt to its ever-changing conditions. We contributed to vigorated spirit thanks to the Administration’s new vision foradvances in aircraft and airspace safety and security through the U.S. space exploration program. In tribute to all our fallenour Smart Icing System, which lets an aircraft “sense” heroes, we accept the challenge to advance science andwhen to initiate de-icing procedures, and through the Air technology through new initiatives in human and roboticTransportation Technologies Project to aid air traffic controllers. research and to continue our pursuit of answers to life’sThe first deployment of an airframe parachute on a certified compelling questions.aircraft made aviation history when the pilot and aircraftlanded virtually unharmed. And, NASA developed disease Therefore, it is with pride, as well as sorrow, that I present thesurveillance tools that are helping world health organizations FY 2003 NASA Performance and Accountability Report.defend against a resurgence of vector-borne diseases.

In FY 2003, NASA found new answers to old questions by Sean O’Keefe

re-examining the mechanics of how liquid metals resist Administratorturning into solids, and we posed new challenges to old January 2004

Message from the Administrator i

Guide to NASA’s FY 2003 Performance and Accountability Report

This is the National Aeronautics and Space Administration’s The main body of the PAR is divided into three parts:(NASA) Fiscal Year 2003 (FY 2003) Performance andAccountability Report (PAR), which presents detailed Part 1—Management Discussion and Analysis. This partinformation on NASA’s performance and financial statements presents background information on NASA’s organization,for FY 2003. It also reports on management challenges FY 2003 performance achievements and financial highlights,and NASA’s plans and efforts to overcome them. This management challenges and plans, and progress onintroduction is intended to familiarize the reader with the implementing the President’s Management Agenda.types of information contained in this report and wherethat information is located. Part 2—Detailed Performance Data. This part provides detailed information on NASA’s progress toward achievingClearly, NASA faces no greater management challenge in each of the Agency’s annual performance goals (APGs). This2004 and beyond than overcoming the cultural and technical includes detailed explanations and future plans for the APGsissues that contributed to the tragic loss of Columbia on NASA did and did not achieve, as well as source referencesFebruary 1, 2003. Therefore, a special section on Columbia for more information.precedes the main body of the report. This section describesthe events of that day and the investigations that followed, Part 3—Financial Information. This part presentspresents the details of the Columbia Accident Investigation NASA’s detailed FY 2003 financial statements, reports fromBoard (CAIB) Report and NASA’s responses, and lays out NASA’s external auditor, and follow up information on auditNASA’s return to flight plans. recommendations.

The appendices capture information on APG trends, NASA’s

performance and budget planning process, and audit follow up reports required by the Inspector General Act.

iii “This cause of exploration and discovery is not an option we choose. It is a desire written in the human heart….” President George W. Bush, Columbia Memorial Service

Columbia

Introduction always push forward,” Commander Rick Husband said

before the mission. “STS-107 is doing that on the scienceOn the morning of January 16, 2003, the Space Shuttle side—pushing human science knowledge forward.”Columbia and its crew of seven lifted off from the John F.Kennedy Space Center (KSC) on an Earth-orbiting mission Sixteen days after their launch, the Columbia crewmembersdevoted to space, life, and physical science research. As and their vehicle were lost in a tragic re-entry accident in thethe families of the astronauts eloquently stated, the STS-107 skies over eastern Texas.crew members—Commander Rick Husband, Pilot WillieMcCool, Mission Specialists Dave Brown, Kalpana Chawla Throughout the world, people mourned the loss of theand Laurel Clark, Payload Commander Michael Anderson, gallant astronauts and paid tribute to their courageous spirit.and Payload Specialist Ilan Ramon—headed into space At a memorial service held at NASA’s Lyndon B. Johnsonwith “a willingness to accept risk in the pursuit of knowledge Space Center (JSC), President George W. Bush said, “This—knowledge that might improve the quality of life for all cause of exploration and discovery is not an option wemankind.” choose. It is a desire written in the human heart where that part of creation seeks to understand all creation. We find theOnce in space, the STS-107 crew worked tirelessly on best among us, send them forth into unmapped darkness,research aimed at fighting cancer, improving crop yields, and pray they will return. They go in peace for all mankind,developing fire-suppression techniques, constructing earth- and all mankind is in their debt.”quake-resistant buildings, and understanding the effectsof dust storms on the weather. In all, STS-107 carried more At the same memorial service, NASA Administrator Seanthan 80 individual experiments, many of which relied upon O’Keefe spoke of the Agency’s resolve to recover and movethe ingenuity of the astronauts assigned to them to record forward. “We have the tremendous duty to honor the legacydata, react to unexpected results, and quickly respond to the of these seven fallen heroes by finding out what caused theinevitable complications that are an integral part of laboratory loss of Columbia and its crew, to correct what problems wescience. “I think one of the legacies of NASA is that you find, and to make sure this never happens again,” he said.

Columbia 1“We owe this to you, the families, and to the Americanpeople. With an uncompromising commitment to safety, wewill keep this solemn pledge.” Administrator O’Keefe alsovowed that NASA would return to the exploration objectivesto which the astronauts dedicated their lives.

NASA’s paramount objective is to return to Space Shuttle

flight operations that are conducted as safely as humanlypossible. Using the recommendations of the independentColumbia Accident Investigation Board as a baseline,the Agency’s return to flight efforts will set the safety barhigher than ever, with everyone focused on helping NASAemerge from this enormous setback as a smarter, safer,and stronger agency.

Columbia RecoveryOperations

On the morning of February 1, 2003, when officials realized

Columbia had missed its scheduled landing at KSC,NASA immediately mounted a rescue and recovery effort.As the magnitude of the situation became clearer, it wasapparent that a rescue was not possible, but that a massiverecovery effort would be needed.

NASA’s actions in the initial minutes, hours, and days

following the Columbia tragedy were guided by the NASAContingency Action Plan for a major mishap. This plan was The STS-107 crewmembers—Commander Rick Husband,inspired by lessons learned from the Challenger accident in Pilot Willie McCool, Mission Specialists Dave Brown, Kalpana Chawla and Laurel Clark, Payload Commander Michael1986, and is updated regularly based on crisis simulations. Anderson, and Payload Specialist Ilan Ramon.The plan, among other things, specifies notification and firstresponse procedures and defines the roles and responsibili-ties of mishap response and investigation teams. the ground of Columbia debris containing toxic chemicals, were of sufficient severity and magnitude to warrant anNASA activated its Contingency Action Plan for Space Flight emergency declaration under the Robert T. Stafford DisasterOperations at 9:29 a.m., 13 minutes after Columbia’s sched- Relief and Emergency Assistance Act. Pursuant to thatuled landing. In a call from KSC to the White House Situation emergency declaration, the Federal Emergency ManagementRoom, Administrator O’Keefe notified the President and Agency (FEMA) coordinated the efforts of other Federalother senior White House staff of the loss of communications agencies to recover Shuttle Columbia debris.with Columbia. In addition, NASA notified members ofCongress and the Government of Israel. Homeland Security In a matter of hours, many Federal, state, and local authori-Secretary Tom Ridge and the National Security Council also ties responded, including representatives from the Federalwere made aware of the situation and followed events from departments of Homeland Security, Defense, andthe White House Situation Room. Transportation; the Environmental Protection Agency; the Federal Bureau of Investigation; the U.S. and Texas ForestThe focus of the recovery operation quickly moved to the Services; the U.S. Park Service; the National Transportationpiney woods of eastern Texas and western Louisiana, where Safety Board; and the Texas and Louisiana National Guards.radar and visual sightings identified Columbia’s debris path. In all, 14,000 responders representing 130 governmentThat afternoon, President Bush determined that emergency and volunteer agencies, private groups, and contractorsconditions in Texas and Louisiana, due to the presence on participated in the recovery work. In this unprecedented

2 NASA FY 2003 | Performance and Accountability Report

The Columbia recovery team members helped locate, document, and collect 84,000 pieces of debris from Columbia. The recovered pieces ranged in size from as large as landing gear to as small as a coin. Thirty-eight percent of the Orbiter’s dry weight (i.e., minus fuel) was recovered, including several critical parts from the left wing (the part of the Orbiter damaged by a foam strike during liftoff), and the Orbiter Experimental Recorder (the data recorder that verified and validated much of what was learned about the accident from NASA’s Mission Control during Columbia’s re-entry). The recovered debris was first laid out for analysis in the Reusable Launch Vehicle Hangar at KSC and then moved to the Vehicle Assembly Building. The recovery operations center in Lufkin, Texas, closed on May 10, 2003, at the end of the formal recovery effort. (In the event that additional debris is found, a smaller recovery center remains at KSC.)

The costs for the Federal, state, and local authorities’ recov- ery efforts were covered by the FEMA disaster relief fund. In addition, FEMA provided funds to cover expenses for the recovery activities from May 11, 2003, through January 2004. NASA incurred approximately $23 million in recovery costs through the end of FY 2003 not covered by FEMA. NASA’s costs included supporting the transportation of debris to the Reusable Launch Vehicle Hangar at KSC, Columbia Orbiter reconstruction, remote sensing and geospatial products to assist in locating debris, andA Missing Man Formation honors the fallen heroes of Columbia. infrastructure support at the debris storage site.

effort, the recovery team members, aided by private citizen NASA wishes to recognize the Texas communities of Lufkin,volunteers, patiently searched an area nearly the size of Hemphill, Nacogdoches, Palestine, and Corsicana, as wellRhode Island under difficult weather and terrain conditions as the Louisiana communities of Shreveport and Leesville,in an operation that involved air reconnaissance operations, for the tremendous hospitality and support their citizenslake diving, and a painstaking scouring of the countryside. provided to the massive recovery effort. NASA will honor theTragically, these difficult conditions claimed two more lives kindness and sacrifices made by members of the Agency’swhen Charles Krenek of the Texas Forest Service and pilot extended family by using our Education Enterprise resourcesTom Mier were killed in a helicopter crash while conducting to help nurture the spirit of discovery and exploration in thea debris search over the Angelina National Forest in east young people growing up in these regions.Texas. They made the supreme sacrifice in helping NASAunravel the details behind the Columbia tragedy. Our Retrieval of Data fromsincerest condolences are extended to their families. Columbia ExperimentsDespite significant hardships incurred during their work, the The legacy of the STS-107 mission will be the results fromColumbia recovery team members and those who supported scientific experiments conducted by the crew in thetheir work demonstrated inspiring resolve and dedication areas of fundamental biology, human physiology, materialsto the task at hand. T-shirts worn by many expressed their research, and space manufacturing. NASA eventuallycommitment by simply stating, “Their mission has become recovered roughly 30 percent of the total data that wasour mission.” expected to be generated by these experiments, either through communication downlinks during the mission or,

Columbia 3incredibly, from experimental hardware that survived the The Columbia Accidentdisintegration of the Orbiter and the 200,000 foot fall. Investigation BoardFrom growing plants to cancer cells, the STS-107 mission The NASA Contingency Action Plan specifies the selection ofconducted more than 80 experiments using the unique distinguished persons outside NASA to head an independent,microgravity environment of space to advance NASA’s vision seasoned accident investigation team. The process forof improving life on Earth. More than 70 international chartering the investigation team, the Columbia Accidentresearchers are now reviewing the data from many of these Investigation Board (CAIB), began about 10:30 a.m. onexperiments and will share STS-107’s scientific contributions February 1, one hour after the Contingency Action Plan wasin the months and years ahead. initiated. Less than seven hours later, the CAIB was activated formally during the NASA Mishap Investigation TeamDuring the mission, the Columbia crew helped scientists teleconference at 5 p.m. The next day, NASA named retiredstudy how prostate cancer cells and bone cells come Navy Admiral Harold W. Gehman Jr., a decorated Navaltogether. The goal was to learn how these cells might interact officer who investigated the October 2000 attack on thein the early stages of metastasis, when cancer begins to USS Cole, to chair the CAIB. Over the next several weeks,spread. The crew succeeded in growing the largest cancer 12 additional members were chosen for their expertise intissue structures ever cultured outside a living body. heading civil and military offices and for their knowledge of aviation accident investigations, aerospace safety, andSpace flight research conducted on the STS-107 mission NASA management and operations.also helped change our understanding of how and whythings burn—something scientists thought they understood During its investigation and deliberations, the CAIB and itswell decades ago. One hydrogen experiment on Columbia support staff reviewed more than 30,000 documents,produced the weakest flames ever created—100 times conducted more than 200 interviews, heard testimony fromweaker than a birthday candle. This combustion research dozens of expert witnesses, and reviewed more than 3,000has already been used to investigate possible fuel efficiency comments from the public. Throughout the seven-monthimprovements for jet engines and could make similar period that the CAIB investigated the accident, NASAcontributions in the automotive industry. responded promptly to every request for documents, testimony, flight data, and hardware evidence. NASA madeWhile gathering data on dust in Earth’s atmosphere to better 400 Agency engineers available to assist with testing andexplain how these small particles affect climate, Israeli detailed technical analysis of Space Shuttle components.cameras in Columbia’s payload bay captured the first Finally, NASA established an independent account to enablecalibrated images from space of electrical phenomena in the CAIB to fund and track its expenses.the atmosphere known as “sprites” and “elves.” Scientistswho only recently noted these phenomena now have real The Columbia Accidentdata to better understand how they occur. This same Investigation Board Finalequipment also captured in real-time a smoke plume Report and NASA’s Responsedissipating cloud cover in its vicinity, giving scientists newinformation about how smoke alters local climate. On August 26, 2003, the CAIB released Volume I of its Final Report, which addresses the technical, procedural, andIn spite of its tragic ending, STS-107 advanced NASA’s human failures that led to the Columbia accident. (The Finalmission of inspiring the next generation of explorers. Students Report can be found online at http://www.nasa.gov/columbia/from nine states, as well as from Israel, Australia, China, home/index.html.) Volume I detailed the immediate circum-Liechtenstein, Japan, Germany, and New Zealand, designed stances surrounding the accident, including the timeline ofexperiments that flew onboard Columbia. Throughout the the mission from launch through the loss of the Orbiter andmission the students monitored the progress of their experi- the physical causes behind the breakup of Columbia thatments, often comparing the results with control groups on began shortly after the vehicle re-entered the atmosphere.the ground. Although the STS-107 mission has ended, thesestudents and others like them are just beginning their journeyof exploration and discovery.

4 NASA FY 2003 | Performance and Accountability Report

According to CAIB Board Member Scott Hubbard, the by the automatic flight control systems to correct for theproximate cause of the accident could be summed up in effects of the hole and the failing left wing, thermal andfour words, “The foam did it.” 81.7 seconds after launch, aerodynamic stresses eventually overcame the vehicle.NASA’s ground-based video cameras recorded one largeand at least two small pieces of foam coming off the orange In addition to examining the immediate physical causesExternal Tank (ET) at the Bipod Ramp in the area where the of the accident, the CAIB conducted a broad investigationET and the Orbiter are joined. A split second later, rapid of the Space Shuttle program. The Board looked at thedeceleration of the foam caused Columbia’s left wing to ram program’s history, budget and funding profiles, and theinto it. Although video showed the resulting spray of foam as organizational and cultural contributors to the accident. Theit disintegrated from the impact, the video cameras did not Board’s deliberations on these issues were extensive, coveringhave a view of the exact location of the impact itself. NASA over 30 years of the Space Shuttle’s history and delvingpost-launch video analysis teams noticed the foam strike as deeply into the budget and management of the programthey reviewed the video on the second day of the mission. during the past two decades. The CAIB identified lapses in the Mission Management Team that ran the final ColumbiaNASA learned after the Columbia accident that Air Force mission, declines in Space Shuttle program funding, SpaceSpace Command (AFSPC) tracking radars had detected Shuttle launch schedule pressures related to Internationala small object separating from the vicinity of the Shuttle. Space Station (ISS) construction, and a flawed NASA safetyThe CAIB concluded that this event was related to the culture as contributing factors to the loss of Columbia andfoam impact event at launch. NASA has already begun the her crew.process of strengthening communications with AFSPC andother relevant Federal agencies in order to improve the flow The heart of the CAIB Final Report is the 29 recommendationsof information to future NASA mission managers, and the and 25 observations made by the Board over the course ofAFSPC will become a key player in future mission safety its inquiry. In accepting the Final Report from Admiralenhancements. Gehman, NASA Administrator O’Keefe thanked the CAIB for its thorough and comprehensive review of the STS-107Analysis by both NASA and Boeing (NASA’s contractor mission and the entire Space Shuttle program. NASAresponsible for monitoring the Orbiter) during the flight accepts the findings of the CAIB, embraces the Final Report,indicated that the foam did not pose a safety-of-flight risk. and will comply with all of the Board’s recommendations.However, the CAIB concluded that this analysis did not (The CAIB also released five additional volumes of supportingadequately model the effects of the foam striking the material.) The complete CAIB Report will serve as theShuttle’s reinforced carbon-carbon (RCC) at between 416 blueprint for NASA’s return to flight plans.and 573 miles per hour. Therefore, the CAIB ordered a seriesof foam impact tests to be conducted at the Southwest Space Shuttle ReturnResearch Institute. One of these tests created a roughly to Flight Plan16 inch square hole in a RCC panel pulled from the SpaceShuttle Atlantis, dramatically demonstrating the destructive During its seven-month investigation, the CAIB releasedpotential of the lightweight ET foam traveling at these speeds. a series of five preliminary recommendations. These preliminary recommendations addressed issues like groundBased on all available evidence, including debris and post- inspection of RCC panels, improving communication withaccident tests, the CAIB concluded that the foam impact Federal agencies having unique technical capabilities,created a hole up to ten inches square in the area of RCC developing on-orbit inspection and repair techniquespanel eight on the Orbiter’s left wing. As Columbia began its for TPS, and augmenting NASA’s still and video launch-deorbit maneuvers on Flight Day 17, neither the crew nor recording capabilities. These preliminary recommendationsNASA ground controllers suspected that the Orbiter had a gave NASA the opportunity to begin work on critical returnfatal hole in the critical Thermal Protection System (TPS) to flight technical constraints.designed to protect the aluminum spaceframe of the vehiclefrom the tremendous heat of re-entry. This hole allowed hot Concurrently, NASA also conducted an internal review ofplasma to enter the left wing during re-entry, weakening the the Space Shuttle program to identify technical andunderlying wing structure. During re-entry, despite attempts programmatic issues that would affect a safe return to flight. Within a week of the release of Volume I of the CAIB Final

Columbia 5Report, NASA issued its initial response to the recommenda- our ability to inspect TPS components on the entire vehicle.tions in an Implementation Plan for Return to Flight and Consistent with the CAIB’s preliminary findings, NASA alsoBeyond. The plan can be found at http://www.returntoflight.org/, will: optimize the use of photographic and video capabilitiesand is being updated periodically, reflecting NASA’s progress to identify potential anomalous activity during ascent andtoward a safe return to flight and NASA’s responses to after ET separation; develop the ability to perform on-orbitfuture CAIB recommendations and other corrective actions. visual inspection of an Orbiter’s TPS using either remotelyThe first update of the Return to Flight Implementation Plan controlled devices or crew space walks; and develop thewas issued on October 15, 2003. capability to perform TPS repairs on-orbit as necessary.

Return to Flight Process—NASA’s paramount objective is Continuing to Fly Activities—The return to flight processto ensure that all human and robotic space flight missions only begins with the first Shuttle flight after the Columbiaare conducted as safely as humanly possible. NASA will be accident. As individual Shuttle Orbiters undergo maintenance,guided by the CAIB recommendations. In addition, an NASA’s Shuttle workforce will make additional improvementsindependent task force of leading industry, academic, and to each Orbiter. These changes include: hardening eachgovernment experts, chaired by veteran astronauts General Orbiter’s TPS to reduce vulnerability to debris during bothThomas Stafford and Richard Covey, will verify compliance. ascent and on-orbit operations; updating the Space ShuttleThis task force will evaluate NASA’s return to flight approach Modular Auxiliary Data System to improve data collectionand recommend to the NASA Administrator additional during flights; recertifying the Space Shuttle fleet as fit-to-flyguidance for the Agency’s Return to Flight Implementation if the program continues beyond 2010; and improvingPlan. the inspection process that examines the dozens of miles of wiring that snake through each Orbiter.NASA’s Return to Flight Implementation Plan is milestonedriven. The Space Shuttle workforce will focus on the key NASA Engineering and Safety Center—On July 15, 2003,tasks that need to be accomplished in the weeks and months NASA Administrator Sean O’Keefe, addressing the criticalprior to the launch of the next Shuttle mission (STS-114). issue of safety and mission assurance, announced plans toThe exact date of the mission also will be milestone driven, create the NASA Engineering and Safety Center (NESC) atnot schedule driven. The launch date of STS-114 will the Agency’s Langley Research Center in Virginia. Thedepend entirely on NASA’s progress in implementing the NESC will provide comprehensive examination of all NASAtotal Return to Flight Plan. programs and projects and will become NASA’s central location for independent engineering assessment, robustSome return to flight changes are already in place. For safety oversight, and trend analysis of all NASA programs byexample, the next several flights of the Space Shuttle will expert personnel. “Among the things we’ve learned duringoccur during daylight hours, when conditions are better for the investigation of the Columbia tragedy is the need toobserving the flight from launch through the ET separation. independently verify our engineering and safety standards,”Future nighttime launches will be made possible through the said O’Keefe. “The new NASA Engineering and Safetycertification of cameras mounted on the launch vehicle that Center will have the capacity and authority to have directare capable of returning useful engineering data to mission operational influence on any Agency mission. When it comescontrollers. Finally, NASA is working with other Federal to safety and engineering analysis, we need to improve ouragencies to ensure that their assets will examine the Shuttle ability to share technical information, practices, and talent,when it is orbiting Earth. and independently ensure we are in the best position to achieve mission success.”First Flight Activities—Fifteen of the CAIB recommendationsare given as constraints that must be met before return Strengthening Safety and Mission Assuranceto flight. Combined with NASA’s own internally generated Functions—To better capitalize on the capabilities affordedactivities, they will result in significant technical, procedural, by the NESC, both the Office of Safety and Missionand organizational improvements to the safety of the Space Assurance (OSMA) and the Chief Engineer will realign orShuttle program. For example, the ET Bipod Ramp is being augment their safety and mission assurance and engineeringredesigned to reduce or eliminate the potential for debris functions. The changes will enable these Headquartersgeneration, and the development and implementation of organizations to further extend the reach of their oversightnon-destructive evaluation tools and techniques will improve

6 NASA FY 2003 | Performance and Accountability Report

capabilities; provide flexibility to pursue independent analyses equitable adjustments submitted by support contractors;on problems identified; put additional emphasis on Agency and replace flight hardware lost on Columbia.safety, reliability, and quality problems as they arise; andallow OSMA to re-establish trend analysis leadership for the On-Orbit Research—The ISS researchers currentlyAgency. supported by NASA grants will be performing experiments on the ISS over the next three to five years. ColumbiaNASA also will comply fully with all the CAIB recommenda- accident-related delays will affect the ISS research scheduletions calling for management and program changes to the over the entire five-year budget horizon and will requireSpace Shuttle program. In particular, NASA will implement NASA to maintain ISS science teams longer than planned.the CAIB recommendation to improve both the independence In addition, NASA must maintain research hardware in aand competency of NASA Safety and Mission Assurance launch-ready state and retain contractor expertise to supportorganizations and the training given to the Space Shuttle on-orbit testing and checkout of this equipment.Mission Management Team. To support operational changes,additional Shuttle program workforce is necessary in compe- Finally, NASA plans to replace selected research hardwaretencies such as: systems and integration engineering; design lost on Columbia and extend grants for several of theand development engineering; quality and safety engineering scientists whose experiments were flown on Columbia.and assurance; and mission analysis and planning. These These grant extensions will allow some of these experimentscritical recommendations go to the very heart of how NASA to be flown on future missions to the ISS. (Data fromwill further accept and account for risk and safety. other experiments were not immediately released to the researchers, because the experiments were deemed toSpace Shuttle Payload be evidentiary material by the CAIB.) Extensions of otherImpacts grants will allow researchers to analyze the physical data that was recovered.NASA currently is revising the Space Shuttle launch schedulein order to test out safety improvements and to provide Hubble Space Telescope Servicing Mission—Due to ancontinued re-supply and logistics support for the International estimated one-year slip of the final HST servicing mission,Space Station (ISS). A new mission, STS-121, will be added NASA must retain the expertise of a core contractor team ofto the manifest in order to provide additional margin for both about 250 people supporting preparations for this delayedSpace Shuttle upgrade testing and re-supply to ISS. These mission. In addition, the schedule slip, coupled with themanifest changes are necessary, but may delay assembly recent loss of the second of six gyros on the telescope,milestones beyond those directly caused by the loss of necessitates the investigation of risk mitigation strategiesColumbia. Three major program areas have been affected to increase the probability of maintaining attitude control onby the changes in the Shuttle manifest: Space Station the observatory during the delay. These efforts will includeAssembly; On-orbit Research; and the Hubble Space investigating a science mode for the HST employing onlyTelescope (HST) servicing mission. two gyros (nominally, at least three are required to conduct scientifically useful observations) and an option using theSpace Station Assembly—NASA has maintained the fine guidance sensor and fixed-head star tracker. While someoriginal schedules for delivering all U.S.-provided ISS flight of these options might have been considered for use afterhardware to KSC, and is continuing with the integration and the originally scheduled servicing mission, their importancetest of all ISS launch packages. However, delays to the ISS and urgency have increased significantly in the wake of theassembly sequence resulting from the Columbia accident Columbia accident’s schedule impacts.will require NASA to retain critical contractor expertise longerthan anticipated. The CAIB findings may further impact the Prior to the Columbia accident, the HST was slated forISS assembly manifest, resulting in added assembly and/or retrieval by Shuttle in 2010, and funding to support thislogistics missions. In addition, the ISS program must: re- mission was included in the President’s FY 2004 budgetcertify or replace hardware with limited ground storage lives request. However, NASA currently is examining alternate(e.g., solar arrays and batteries); re-manifest the logistics end-of-mission scenarios for the HST, including the use of ancarrier scheduled for the first return mission to the ISS; automated spacecraft launched by an expendable launchincrease U.S. operations in Russia; compensate for failed vehicle that would rendezvous and dock with the HST andcomponents remaining on-orbit until return to flight; address de-orbit the observatory safely.

Columbia 7Summary

On December 17, 2003, the world will commemorate the

Centennial of Flight. We cannot look forward to the secondcentury of flight without marveling at the first 100 years andthe progress the age of aviation and space flight has madepossible. However, progress is costly and our gains have notcome easily. The technological breakthroughs that enablemodern flight and exploration, and support the braveexplorers who extend our horizons heavenward are theresult of hard work, perseverance, and the commitment toovercome and learn from our setbacks and losses.

The loss of Columbia and its heroic crew was such a set-back. Just as NASA rebounded from the tragic Apollo 1 fireto successfully land six crews of astronaut explorers on theMoon, and from the Challenger accident to effectively usethe Shuttles to place the HST into orbit, conduct scienceresearch missions, and build the ISS, NASA will learn lessonsfrom the Columbia tragedy to make human space flight saferand more productive.

The Columbia accident reminds us that we cannot stop

dreaming. We must continue to pursue our ambitious spaceresearch and exploration goals. We cannot disappointfuture generations when we stand at the threshold of greatadvances that will benefit all of humanity. We will not letthem down.

8 NASA FY 2003 | Performance and Accountability Report

1PART

Management Discussion and Analysis Vision, Mission, and Organization

NASA’s Vision and Mission statements reflect our hopes and NASA’s ten Agency Goals are derived from our Vision andchallenges for the future. Through them, we emphasize our Mission statements (see Table 1).unique roles and focus our Agency on the things we dobest. As the Nation’s leading organization for research and NASA addresses these ten long-term and implementingdevelopment in aeronautics and space, we are explorers strategic Goals by achieving near-term strategic objectives,and pioneers who use our unique tools, capabilities, and multi-year outcomes, and annual performance goals (APGs).perspectives for the benefit of our Nation and the world. NASA’s organization is composed of NASA HeadquartersNASA’S VISION: in Washington, DC, nine Field Centers nationwide, and the Jet Propulsion Laboratory, a Federally funded researchTo improve life here, and development center operated under contract by theTo extend life to there, California Institute of Technology. In addition, the privateTo find life beyond. sector, academia, and a number of state and local govern- ments partner with NASA via a wide variety of contractual NASA’S MISSION: tools in an even wider variety of program areas. NASA also conducts cooperative work with other U.S. agencies and To understand and protect our home planet, international organizations. Together, our workforce of civil To explore the universe and search for life, servants and allied partners and stakeholders is our greatest To inspire the next generation of explorers, strength—a skilled, diverse group of scientists, engineers, … as only NASA can. managers, and support staff committed to achieving NASA’s Vision and Mission safely, efficiently, and with integrity.

NASA’s infrastructure consists of the Office of the Administrator,

six Enterprises, the Office of Inspector General, and support

Part 1 | Management Discussion and Analysis 11

Mission GoalsUnderstand and protect our home planet Understand Earth’s system and apply Earth system science to improve prediction of climate, weather, and natural hazards. Enable a safer, more secure, efficient, and environmentally-friendly air transport system. Create a more secure world and improve the quality of life by investing in technologies and collaborating with other agencies, industry and academia.Explore the universe and search for life Explore the fundamental principles of physics, chemistry, and biology through research in the unique natural laboratory of space. Explore the solar system and the universe beyond, understand the origin and evolution of life, and search for evidence of life elsewhere.Inspire the next generation of explorers Inspire and motivate students to pursue careers in science, technology, engineering, and mathematics. Engage the public in shaping and sharing the experience of exploration and discovery.Space flight capabilities Ensure the provision of space access and improve it by increasing safety, reliability, and affordability. Extend the duration and boundaries of human space flight to create new opportunities for exploration and discovery. Enable revolutionary capabilities through new technology.

Table 1: NASA’s Mission and Goals.

offices that coordinate Agency-wide functions (see Figure 1). strong commitment to teamwork, tools, and capabilities forThe Office of the Administrator oversees policy implementa- greater collaboration across the Agency, and more efficienttion, administration, and program management. The systems within the Agency. The focus of One NASA isEnterprises set specific program direction and are responsi- moving toward cultural change. NASA employees startedble for NASA’s main lines of business. These 18 business the movement, and NASA leadership backs it.lines are called Themes (see Figure 2), and through them,NASA integrates budget with performance.

With the release of the FY 2004 budget, NASA created

a new Education Enterprise, and renamed the HumanExploration and Development of Space (HEDS) Enterpriseas the Space Flight Enterprise. In this report, accountingdata will still reference HEDS, in accordance with theFY 2003 appropriations.

With the release of NASA’s 2003 Strategic Plan, we vowed

to operate as “One NASA” in pursuit of our Vision andMission. We will operate as one team that applies our manyunique capabilities to the pursuit of a shared Vision andclearly defined Mission. The One NASA philosophy enablesthe Agency to accomplish together what no one organiza-tional element can possibly achieve on its own. The OneNASA approach emphasizes a unified strategic plan, a

Figure 2: NASA’s Enterprises and Themes as of September 30, 2003.

Part 1 | Management Discussion and Analysis 13

Results following pages are organized according to the ten Agency Goals. They are designed to provide the reader with theIn FY 2003, NASA achieved or exceeded 83 percent of tangible benefits that NASA provides to its stakeholders byits 116 annual performance goals (APGs).1 Twelve percent pursuing and achieving its goals.of NASA’s APGs saw significant progress, but were notfully achieved. The remaining five percent either were not For the detailed performance data behind the Performanceachieved or were not pursued due to management decisions. Achievement Highlights, please see Part 2 of this report.(See Figure 3 for the summary of NASA’s APG ratings for Part 2 is organized by the Agency’s ten Goals and includesFY 2003 and Figure 4 for the summary of NASA’s APG rat- a summary for each APG presented in NASA’s FY 2003ings for FY 2003 for each strategic Goal and Implementing Performance Plan. Each APG summary includes theStrategies.) progress made and rating assigned to each APG, actions required to achieve the APG (if necessary), and sources toNASA’s 116 APGs are derived from NASA’s overarching go to for more information. Also included are performanceAgency Goals, strategic objectives, and multi-year outcomes. ratings for fundamental management support activities called Implementing Strategies. Trend infomation for NASA’s APGs can be found in Appendix I.

1 Performance information in this report is data available as of September 30, 2003.

Figure 3: NASA exceeded or met

83 percent of its APGs in FY 2003.

Figure 4: Summary of NASA’s performance by Agency Goal.

Part 1 | Management Discussion and Analysis 15

Goal 1: Understand Earth’s system EARTH’S GRAVITY MAP IMPROVESand apply Earth system science 100-FOLDto improve the prediction of climate,weather, and natural hazards. Scientists operating the joint U.S.–German Gravity Recovery and Climate Experiment (GRACE) satellite released the mostIn FY 2003, NASA achieved 32 of 35 annual performance accurate map to date of Earth’s gravity field (see Figure 5).goals (APGs) under Goal 1. Significant strides in the other GRACE’s goal is to help scientists understand the distributionthree APGs resulted in a “yellow” rating. of mass under Earth’s surface, including changes in the volume of large aquifers (underground reservoirs). TheEarth is a dynamic system of continents, oceans, atmosphere, preliminary data provided by GRACE has already improvedice, and life. The knowledge we gain about the Earth systemdramatically improves our ability to predict climate, weather,and natural hazards. It also helps us assess and mitigate theeffects of natural and human-induced disasters. Our view fromspace, coupled with our efforts here on Earth, afford us aunique perspective on how global change affects specificregions and how local changes fit in a global context.

In FY 2003, NASA continued its commitment to understanding

the Earth system and made significant progress in this pursuit.This year’s discoveries include the areas of Earth’s gravity field,ozone recovery, and “space weather.” Along with many otheradvances, these findings yielded a more complete picture ofthe Earth system and its ability to adapt to ever-changingconditions. Below are highlights of some of NASA’s significantactivities for this Goal.

OZONE HOLE RECOVERY

Recent analyses of annual Antarctic ozone depletion over the Figure 5: A map of Earth’s gravity field constructed frompast five years indicate a reduction in the rate of depletion. GRACE data. (Red indicates the strongest gravity field and blue indicates the weakest.)This may be an indication that worldwide efforts to reduceemissions of ozone-depleting chemicals are working, leading by ten to 100 times the accuracy of our knowledge aboutto progress in ozone recovery. NASA research originally Earth’s gravity field and its variations. GRACE data also wasproved that the widespread use of chlorofluorocarbons (used provided to eager oceanographers and geophysicists evenas refrigerants) and other chemicals, such as halons (used in before GRACE began routine science operations and isfire extinguishers) and methyl bromide (used as a pesticide), helping them unlock the secrets of ocean circulation andcontributed to increases in annual Antarctic ozone depletion. its effects on climate.The link identified between these chemicals and ozone Source: http://www.nasa.gov/home/hqnews/2003/jul/HQ_03244_depletion led to an international plan to reduce their use and gravity_success.html.to increase the development and use of alternative chemicals Earth Science Enterprisethat many nations are implementing. NASA continues to For more information on this activity, see Goal 1, APGs 3Y6 andmonitor global ozone concentrations. 3Y16, in Part 2 of this report.Source: http://www.nasa.gov/home/hqnews/2003/jul/HQ_03253_Ozone_Recovery.html. EARTH GETS GREENEREarth Science EnterpriseFor more information on this activity, see Goal 1, APG 3Y13, in Part 2 The results of several NASA-sponsored studies publishedof this report. in scientific journals assert that some regions on Earth have increased their vegetation, or “greened,” over the past 20 years. The most recent of these studies, appearing in the journal Science, states that climate changes have provided

16 NASA FY 2003 | Performance and Accountability Report

Figure 6: Map of increasing trends in Net Primary Productivity(NPP). (Green indicates increased NPP). Figure 7: A map of average brightness temperature from Aqua satellite instruments.extra water, heat, and sunlight in areas where one or more ofthose ingredients may have been lacking. NASA-sponsored U.S., European, Australian, and Canadian research meteorol-researchers constructed a global map showing the spatial ogists are using the data to improve weather models anddistribution of areas where net primary productivity (NPP) of forecasting.plants is increasing or decreasing. Their analysis used satel- Source: http://www.nasa.gov/home/hqnews/2003/apr/HQ_news_lite data of vegetation greenness and solar radiation absorp- 03151.html.tion (see Figure 6). NPP is the difference between the carbon Earth Science Enterprisedioxide absorbed by plants during photosynthesis and the For more information on this activity, see Goal 1, APGs 3Y10 andcarbon dioxide lost by plants during respiration. NPP is the 3Y19, in Part 2 of this report.foundation of food, fiber, and fuel derived from plants,without which life on Earth could not exist. A BETTER PICTURE OF SOLAR FLARESSources: http://www.nasa.gov/home/hqnews/2003/jun/HQ_03182_green_garden.html; and http://www.sciencemag.org/cgi/content/full/ Using the gamma-ray telescope onboard the Reuven300/5625/1560/DC1. Ramaty High Energy Solar Spectroscopic Imager (RHESSI)Earth Science Enterprise satellite, scientists recently observed a major solar flareFor more information on this activity, see Goal 1, APG 3Y3 in Part 2 that produced a large amount of antimatter (see Figure 8).of this report. Antimatter annihilates normal matter in a burst of energy, inspiring science fiction writers to use it as a supremelyUSING AQUA DATA TO IMPROVE powerful source to propel fictional starships. CurrentWEATHER PREDICTION technology only creates minute quantities, usually in miles- long machines employed to smash atoms together. The newlyIn FY 2003, instruments aboard the Aqua satellite continuedto generate the most accurate, highest resolution measure-ments ever taken from space of the infrared brightness(radiance) of Earth’s atmosphere. Data from the AtmosphericInfrared Sounder and the Advanced Microwave SoundingUnit aboard Aqua yielded a global, three-dimensional mapof atmospheric temperature and humidity (see Figure 7).

Figure 8: The first gamma-ray image of a solar flare.

Part 1 | Management Discussion and Analysis 17

observed flare created a half-kilo (about one pound) of anti- The Wind satellite, orbiting outside the magnetosphere,matter— enough to power the entire United States for two days. identified density structures in the solar wind that disturb the magnetosphere at the proper frequency to pump particles toRHESSI’s observations of this solar flare challenge current higher and higher energies, like pushing a child ever higherscientific theories. First, radiation was observed in a region on a swing (see Figure 9). The Polar satellite, orbiting closeof particle density 1,000 times lower than where antimatter to Earth, confirmed that the waves are not confined to justshould be created. Second, the gamma rays were detected one part of the magnetosphere; rather, the waves are global.15,000 kilometers (approximately 9,300 miles) south of GOES measured the response of Earth’s magnetosphere aswhere X-rays were emitted from the solar atmosphere, rather it increased and decreased in size in time with the solar windthan from the same location, as predicted by current theory. pulsations. These results show that the solar wind, and notThese results show that solar flares are capable of sorting some internal mechanism in the Earth’s magnetosphere, isparticles causing ions and electrons to travel to different responsible for generating “killer” electrons. Understandinglocations. the origin of these particles will help satellite operators avoidSource: http://www.gsfc.nasa.gov/topstory/2003/0903rhessi.html. their devastating effects.Space Science Enterprise Source: http://www.gsfc.nasa.gov/topstory/2003/For more information on this activity, see Goal 1, APG 3S7, in Part 2 0904magwaves.html.of this report. Space Science Enterprise

NEW INSIGHTS INTO SPACE WEATHER NASA continues to provide the Nation with knowledge to improve our understanding of the nature and behavior of“Killer” electrons penetrate orbiting spacecraft and wreak our home planet. Technologies developed to study subtlehavoc by building up static electricity that can cause changes in Earth’s atmosphere, oceans, and continents willmalfunctions in spacecraft operational systems. New obser- be used to improve daily life here on Earth by improving thevations from NASA’s Polar and Wind satellites and National accuracy of daily weather monitoring and long-term climateOceanic and Atmospheric Administration’s (NOAA’s) change predictions.Geostationary Operational Environmental Satellite (GOES)provided the Goddard Space Flight Center–Boston Universityresearch team with key data showing that the electronsmay be energized by “surfing” magnetic waves driven bythe solar wind.

Figure 9: Earth’s magnetosphere interacts with the solar wind

to create high-energy “killer” electrons.

18 NASA FY 2003 | Performance and Accountability Report

Goal 2: Enable a safer, more secure, use the data gathered from the tests to design a more pilot-efficient, and environmentally friendly air friendly interface for the SIS system. In the future, NASAtransportation system. plans to evaluate alternate parameter identification methods, integrate the SIS package into a flight-based system, andIn FY 2003, NASA achieved four of five annual performance demonstrate the SIS in flight.goals (APGs) under Goal 2. Significant strides in one of the Source: http://www.aero-space.nasa.gov.APGs resulted in a “yellow” rating. Aerospace Technology Enterprise For more information on this activity, see Goal 2, APG 3R1, in Part 2Aviation is an indispensable part of our Nation’s transportation of this report.system, providing unequaled speed and mobility for peopleand goods. NASA develops breakthrough concepts and IMPROVING AIR TRAFFIC CONTROLtechnologies for aircraft and airspace management toaddress safety and security issues and to create new oppor- Dynamic, reliable air traffic control is the hallmark of safe andtunities for business, research, and innovation. Below are efficient air travel. In congested airspace with interdependenthighlights of some of NASA’s significant activities for this Goal. traffic flows, a delay at one center often creates a domino effect that spreads quickly to multiple centers. During FY 2003, the Advanced Air Transportation Technologies Project developed and demonstrated an initial version of an active decision support tool for complex airspace. With this tool, the Multi-Center Traffic Management Advisor (McTMA), controllers will be able to manage arrival flows across multi- ple routes and arrival points more efficiently (see Figure 11). This technology, which can be extended across the National Airspace System, will increase efficiency and capacity in some of the most constrained airspace regions in the U.S. through regional collaboration. Some of McTMA’s highlight-

Figure 10: The Smart Icing System provides ice hazard

notification to pilots.

SMART ICING SYSTEM DEMONSTRATION

To enable safer aircraft operations in icing conditions, NASA

is developing a Smart Icing System (SIS) concept that, uponsensing the presence of ice on an aircraft, would automaticallyactivate and manage the ice protection systems. The SISprovides the pilot with feedback on the icing event, includingthe effects on aircraft performance, stability, and control (seeFigure 10). In FY 2003, the SIS concept was integrated intoa desktop simulator and tested by pilots in training scenariosto identify appropriate awareness and action cues. NASA will

Figure 11: McTMA improves aircraft arrival management.

Part 1 | Management Discussion and Analysis 19

ed features include: arrival rush planning and control acrossmultiple facilities; transition to time-based metering; schedulinginformation for airports and boundaries; and departureinformation for nearby airports.Source: http://asc.arc.nasa.gov/aatt/mctma.html.Aerospace Technology EnterpriseFor more information on this activity, see Goal 2, APG 3R4, in Part 2of this report.

Baseline: 29% Distortion Active Flow Control: 13% Distortion

Figure 13: Active flow control reduces airflow distortion.

meets the surface of the engine) is ingested into the inlet.

This distorts the flow before it reaches the engine and reduces inlet efficiency. The baseline inlet produced a total flow distortion of 29 percent. With active flow control enabled on the experimental inlet, the distortion was reduced to 13 percent (see Figure 13). Source: http://www.aero-space.nasa.gov. Aerospace Technology Enterprise

Figure 12: Top-mounted active flow control inlets

increase engine efficiency.

ACTIVE FLOW CONTROL FOR

INLET DISTORTION

Aircraft inlets regulate airflow into aircraft engines. Efficient

inlets improve aircraft speed and lift capabilities. Inlets aretraditionally located under the wings of large aircraft, but asengine diameter increases, the weight of the engine, wing,and landing gear also increases. NASA is investigating theuse of non-circular inlets mounted over the top of wings toincrease speed and lift capabilities without increasing enginediameter for next generation subsonic aircraft.

In FY 2003, a model of an advanced top mounted inlet was

studied in NASA’s Basic Aerodynamics Research Tunnel(see Figure 12). The goal was to minimize the effects of flowdistortion at the engine face using active airflow control.In normal inlets, a large boundary layer (an area where air

20 NASA FY 2003 | Performance and Accountability Report

Goal 3: Create a more secure certified aircraft. Ballistic Recovery Systems, Inc., developedworld and improve the quality of life the parachute through NASA’s Small Business Innovationby investing in technologies and Research program (see Figure 14).collaborating with other agencies, Sources: Aerospace Technology Innovation, vol 11, no 1, Springindustry, and academia. 2003; and http://nctn.hq.nasa.gov/innovation/innovation111/ 6-smallbiz3.html.In FY 2003, NASA achieved or exceeded five of eight annual Image: Ballistic Recovery Systems.performance goals (APGs) under Goal 3. Significant strides Aerospace Technology Enterprisein the other three APGs resulted in a “yellow” rating. FIGHTING CRIME WITH ADVANCEDNASA helps create a more secure world by working with TECHNOLOGYnational, international, industrial, and academic partners, andby developing improvements in safety and security ranging In FY 2003, NASA continued working in the fight againstfrom aircraft emergency systems to food supply integrity. crime through its partnership with the Federal BureauNASA also works collaboratively with the Department of of Investigation’s (FBI) Technical Support Working Group,Defense (DoD) and other agencies to address specific whose members include DoD, the Central Intelligencenational security concerns and to develop technologies and Agency, the Secret Service, and the State Department.systems that help keep U.S. military aviation and space NASA delivered hyperspectral sensors in visible/near-infrared,capabilities the most advanced in the world. Below are high- ultraviolet, and shortwave infrared systems to the FBIlights of some of NASA’s significant activities for this Goal. Academy for use in forensics science research. The ultraviolet sensor is the world’s first desktop hyperspectral sensor.AIRPLANE PARACHUTE TO SAVE LIVES Source: http://spd.nasa.gov. Biological and Physical Research EnterpriseImagine a future where airplane crashes no longer result in For more information on this activity, see Goal 3, APG 3B9, in Part 2fatalities and a total loss of the plane. NASA is taking steps of this report.to make that future a reality. THERE’S SOMETHING IN THE AIR….In October 2002, a pilot released his Cirrus SR-22 aircraft’sparachute and landed safely in a Texas mesquite tree grove. This year, NASA’s Advanced Human Support TechnologyThe pilot was uninjured and there was minimal damage program funded research in a number of areas to createto the plane. The safe landing made aviation history as the advanced sensors for detecting hazardous chemicals andfirst emergency application of an airframe parachute on a microbes in the atmosphere. For example, the Trace Gas Analyzer, designed at NASA’s Jet Propulsion Laboratory (JPL) to check for ammonia leaks outside the International Space Station (ISS) and for hydrazine on astronaut space suits or within ISS airlocks, is being adapted to detect poly-chlorinated biphenyls at contaminated sites through a partnership between Con Edison and the JPL Innovative Technology Transfer Partnerships program. This device also can be tuned to detect agents of chemical terrorism. Source: http://spaceresearch.nasa.gov/docs/highlights/NASA_ Scientist_Develop_2001.pdf. Biological and Physical Research Enterprise

USING LIGHT SCATTERING TO TEST

Figure 14: The airframe parachute saves lives. FLUID INTEGRITY

NASA continues to make significant strides in dynamic light

scattering, a method for the noninvasive measurement of miniscule particles ranging in size from three nanometers to

Part 1 | Management Discussion and Analysis 21

three microns. This year, a team of NASA and University of Goal 4: Explore the fundamentalCalifornia researchers received a U.S. Patent for a Dynamic principles of physics, chemistry, andLight Scattering Homodyne Probe (U.S. Patent 6,469,787). biology through research in the uniqueAdvances in light scattering technology like this probe hold natural laboratory of space.promise for measuring contamination in fluid systems,enabling practical applications, such as testing potable water In FY 2003, NASA achieved four of five annual performanceand evaluating engine oil integrity. Light scattering technology goals (APGs) under Goal 4.also has the potential to advance imaging of the human body.Source: http://patft.uspto.gov/netahtml/srchnum.htm (search on Knowledge from in-space research leads to new products,patent number 6,469,787). new medical treatments, and improved energy productionBiological and Physical Research Enterprise with reduced pollution. We use the low gravity of space to better understand how matter changes from one form toTRACKING DOWN DISEASE another, how chemical reactions are completed, and how complex biological systems operate to form the basis for life.The recent resurgence of vector-borne diseases (i.e., diseases We also use space to enhance our understanding of high-transmitted by ticks, mosquitos, fleas, worms, mites, etc.), temperature chemical reactions and combustion. Ultimately,like malaria, yellow fever, Lyme disease, and hanta virus, we are learning how to produce advanced materials, newhighlight the relationship between human health and chemicals, and pharmaceuticals in space. Below are high-environmental change, both natural and human-induced. lights of some of NASA’s significant activities for this Goal.Temperature and humidity levels affect the population ofcertain vectors, which in turn, affects the probability of THE MAGIC OF MAGNETISM IN A FLUIDdisease transmission. In FY 2003, NASA answered thecall of world health organizations for the development and In FY 2003, NASA investigated the complex propertiesimplementation of new disease surveillance tools through of magnetorheological (MR) fluids via its Investigating theits Center for Health Applications of Aerospace Related Structure of Paramagnetic Aggregates from ColloidalTechnologies, based at NASA Ames Research Center. The Emulsions (InSPACE) experiment. MR fluids are liquids thatCenter uses remote sensing as a tool for monitoring the harden near a magnet and become liquid again when theenvironment and evaluating potential outbreaks of vector- magnet is removed. Suspensions of paramagnetic particlesborne diseases. in a nonmagnetic fluid are part of an exciting new class ofSource: http://geo.arc.nasa.gov/sge/health/chaart.html. controllable fluids. MR fluids have the potential to revolutionizeBiological and Physical Research Enterprise electromechanical interfaces. Advances in MR fluid research and technology have inspired new applications for products, such as seat suspension systems and shock absorbers that take advantage of the properties of these fluids to provide superior vibration isolation (see Figure 15). InSPACE activities onboard the International Space Station (ISS) were completed in July 2003. Source: http://microgravity.grc.nasa.gov/inspace/. Biological and Physical Research Enterprise For more information on this activity, see Goal 4, APG 3B3, in Part 2 of this report.

UNDERSTANDING THE PHYSICS BEHIND

LIQUID-TO-SOLID TRANSITIONS

An experiment flown on the ISS is helping researchers

understand the basic nature of liquid-to-solid transitions (e.g., water freezing to become ice). Using different types of colloids (a gelatinous mixture between a liquid and a solid), the Physics of Colloids in Space (PCS) experiment

22 NASA FY 2003 | Performance and Accountability Report

should contribute to the development of novel materials that will lead to improvements in paints, ceramics, and both food and drug delivery products (see Figure 16). Sources: http://www.deas.harvard.edu/projects/weitzlab/research/ nasaproj.html; and http://microgravity.grc.nasa.gov/6712/pcs.htm. Biological and Physical Research Enterprise For more information on this activity, see Goal 4, APG 3B3, in Part 2 of this report.

ANSWERING A 50-YEAR-OLD QUESTION

A physicist at Washington University in St. Louis led a

research team that validated a 50-year-old hypothesis explaining the mechanics of how liquid metals resist turning into solids by forming irregular structures instead of forming regular crystals (necessary for solid formation). Using NASA’s Electrostatic Levitator, which provides a means to study molten materials in a contamination-free, containerless environ- ment, the research team challenged theories about crystal formation through a process called nucleation. Nucleation is the primary way that materials and biological systems change from one phase to another (i.e., solid to liquid, liquid to gas). Understanding the nucleation process will help researchers develop advanced materials and/or tailor the propertiesFigure 15: The InSPACE experiment apparatus integrated in of materials for use in future rocket engines or spacecraft.the Microgravity Science Glovebox aboard the ISS. The lower Source: http://www.scipoc.msfc.nasa.gov/.photo shows that the structures formed in space display Biological and Physical Research Enterprisemore extended and diverse aggregate shapes than thoseformed on the ground, as observed during ISS Expedition 6. EVALUATING THE SAFETY OF EXTENDED HUMAN SPACE FLIGHT

NASA continued to gain knowledge about the safety of

human space flight by studying the effects of space flight on neural development. Researchers believe that the pre-birth development environment can affect brain structure and function at the cellular and sub-cellular levels. NASA’s experiments revealed that a microgravity environment did not adversely affect brain development in test animals. Source: http://www.asma.org/Publication/abstract/v74n6/ v74n6p615.html. Biological and Physical Research Enterprise

gathered data on the basic physical properties Diseases like cancer are strongly tied to cell division andof colloids with the objective of understanding how colloidal growth and the effect of environmental changes on both. Cellstructures grow, the rates at which they grow, and the cultures that are synchronized so that all of the cells divide atstructures that they form. The knowledge gained from PCS

Part 1 | Management Discussion and Analysis 23

once are important in studying these diseases. NASA-funded Goal 5: Explore the solar system andinvestigators developed a new cell culture technology the universe beyond, understand thedesigned to minimize disturbances in the culture environment origin and evolution of life, and search(see Figure 17). NASA demonstrated that the experimental for evidence of life elsewhere.cell lines could achieve the multiple, synchronized cell cyclesthat medical researchers need. This technology provides In FY 2003, NASA achieved or exceeded ten of 11 annuala better method to study the cell cycle in humans, mice, performance goals (APGs) under Goal 5. Significant stridesand bacteria. in the other APG resulted in a “yellow” rating.Source: http://www.sciencedirect.com/science/journal/00221910.Biological and Physical Research Enterprise NASA’s observations of the solar system and the universe have enhanced the world’s knowledge about our origins, our destiny, and the potential for life in the cosmos. A series of recent technological breakthroughs and scientific discoveries have revolutionized our understanding of the formation and evolution of the universe and life. We have learned that life is robust and can survive in conditions on Earth previously thought unimaginable—where temperature, pressure, and mineral levels would seem toxic to life. By integrating obser- vations of the universe, the solar system, extrasolar planets, and our Sun, NASA’s space science programs are providing a comprehensive new view of our origins and evolution.Figure 17: Electron microscope Below are highlights of some of NASA’s significant activitiesimages of breast cancer cells for this Goal.grown in the rotating wall bio-reactor show the high degree HIGHLIGHTS FROM THE HUBBLEof differentiation and structuraldevelopment that can be SPACE TELESCOPEattained using this technology. In FY 2003, the Hubble Space Telescope (HST) continued to provide imagery that fueled the imaginations of millions of people worldwide. From imaging Mars at its closest pass to Earth in 60,000 years (see Figure 18) to discovering the oldest known planet in the Milky Way, HST brought the wonders of the universe closer to home and gave us valuable information about the existence, size, birth, and death of planets around other stars. Highlights from HST in 2003 include the following:

■ Using data from HST, astronomers measured the largest

object discovered in our solar system since the discovery of Pluto 72 years ago. Approximately half the size of Pluto, the icy world 2002 LM60, dubbed “Quaoar” (pronounced kwa-whar), is greater in volume than all the asteroids com- bined (see Figure 19). Like Pluto, Quaoar dwells in the Kuiper belt, an icy debris field of comet-like bodies extending seven billion miles beyond Neptune’s orbit. Quaoar is the farthest object in the solar system ever to be resolved by a telescope. It is about four billion miles (6.5 billion kilometers) from Earth, more than one billion miles farther than Pluto. Quaoar was discovered by the Near Earth Asteroid Tracking project. This finding advances our

24 NASA FY 2003 | Performance and Accountability Report

■ HST researchers discovered the oldest known planet in our Milky Way galaxy. At an estimated age of 13 billion years, the planet is more than twice as old as Earth. The ancient planet orbits two burned-out stars—a helium white-dwarf star and the millisecond pulsar B1620-26— in the crowded core of a cluster of more than 100,000 stars. Formed at a time when there were many fewer rocky solids available for building planets, this discovery suggests that the formation process must be very robust and that planet formation has been taking place for a very long time in our galaxy.

Figure 18: NASA’s Hubble Space Telescope took this close-up

of the red planet Mars when it was just 34,648,840 miles(55,760,220 kilometers) away. The picture was taken the dayof its closest approach to Earth in 60,000 years.

understanding of the origin and dynamics of the planets

and the mysterious population of bodies dwelling in the far reaches of the solar system.

■ Astronomers made the first astrometric measurement of

the mass of a planet outside our solar system. The HST results place the planet G1 876b at 1.9 to 2.4 times the mass of Jupiter. G1 876b is only the second extrasolar planet for which such a precise mass has been determined. In the decade to come, NASA’s Space Interferometry Mission will use astrometry to measure the mass of Earth- like extrasolar planets, giving us valuable information on the similarity of other planets to our own. Figure 20: An artist’s illustration of evaporating planet HD 209458b.

■ The HST observed for the first time the atmosphere of

an extrasolar planet evaporating off into space. Much of the planet may eventually disappear, leaving only a dense core. The scorched planet, called HD 209458b (see Figure 20), orbits only four million miles from its yellow, Sun-like star, HD 209458. The planet circles its parent star in a tight, 3.5-day orbit. The HST observations reveal a hot

Figure 19: “Quaoar” compared by diameter with other solar

system bodies.

Part 1 | Management Discussion and Analysis 25

and expanded evaporating hydrogen atmosphere sur- LOOKING FOR LIFE IN ALL THE rounding the planet. This huge envelope of hydrogen RIGHT PLACES resembles a comet with a tail trailing behind the planet.Sources: http://www.hubblesite.org/newscenter/archive/ Recent discoveries about the ability of life to exist in extreme2002/17/image; http://www.hubblesite.org/newscenter/archive/2002/ environments have revised conventional thinking about27/image/a; http://www.hubblesite.org/newscenter/archive/2003/19/ where to look for life in the solar system. Researchersimage/a; and http://hubblesite.org/newscenter/archive/2003/08/ discovered life in a hypersaline (extremely salty) environmentimage/a. in Lake Vida, Antarctica. The lake has a perennial ice coverSpace Science Enterprise 19 meters thick, the thickest ever recorded. The underlyingFor more information on this activity, see Goal 5, APGs 3S4 and brine is seven times saltier than seawater and hosts a varied3S5, in Part 2 of this report. microbial community including photosynthetic microorganisms. Environments similar to Lake Vida may exist on Mars or Europa (a moon of Jupiter suspected to have a sub-surfaceLOOKING FOR LIFE IN THE NEIGHBORHOOD ocean). Studies of Lake Vida and other extreme environments extend our understanding of the limits to life on Earth and Mars Global support our exploration of environments elsewhere in the Surveyor’s inventory of solar system in the search for extraterrestrial life. the planet’s gully sys- Source: http://apod.gsfc.nasa.gov/apod/ap030128.html. tems reveal landforms Space Science Enterprise that evolved in the For more information on this activity, see Goal 5, APG 3S6, in Part 2 distant past, were of this report. buried, and then re- emerged (see Figure A GLIMPSE OF THE FARTHEST REACHES 21). These “fossil OF THE UNIVERSE landscapes” indicate that overland flow of On February 11, 2003, spectacular images of the infant liquid water has been universe were released from the first year of operation of a significant process NASA’s Wilkinson Microwave Anisotropy Probe (WMAP) (see for more of Mars’ Figure 22). The WMAP results represent a milestone in howFigure 21: This image from the history than previously we view our universe by presenting the most detailed all-skyMars Orbiter Camera (onboard thought, raising the maps ever obtained of the cosmic microwave background,the Mars Global Surveyor) shows possibility that habit- the afterglow of the “Big Bang” that created the universe.the dune gullies of Russell Crater. able zones have The new portrait precisely dates the universe at 13.7 billionGullies start on the slope of thisdune at the upper right and seem existed on Mars years old and accurately defines its contents: four percentto indicate flow toward the lower throughout its history.left. The gullies might have been In addition, Marsformed by the presence of a Odyssey results showfluid that mixed with sand and that the upper meteravalanched down the dune slope. of the northern plainsand some equatorial areas are dominated by ice, comple-menting the southern hemisphere discoveries of last yearand challenging existing models of near-surface water stability.Sources: http://www.nasa.gov/home/hqnews/2003/feb/HP_news_03075.html; http://www.nasa.gov/home/hqnews/2003/jun/HQ_03216_Frosty_Mars.html.Space Science Enterprise Figure 22: A “baby picture” of the universe from the WMAP.For more information on this activity, see Goal 5, APG 3S8, in Part 2 Colors indicate “warmer” (red) and “cooler” (blue) spots. The oval shape is a projection to display the whole sky, similarof this report. to the way the globe of Earth can be represented as an oval.

26 NASA FY 2003 | Performance and Accountability Report

ordinary matter, 23 percent of an unknown type of dark Goal 6: Inspire and motivate studentsmatter, and 73 percent dark energy. to pursue careers in science, technology,Source: http://www.nasa.gov/home/hqnews/2003/feb/HP_news_ engineering, and mathematics.03064.html.Space Science Enterprise In FY 2003, NASA achieved seven of seven annual perform-For more information on this activity, see Goal 5, APGs 3S1 and ance goals (APGs) under Goal 6. One APG was exceeded3S3, in Part 2 of this report. significantly and received a “blue” rating.

CHASING DOWN “DARK MATTER” From the excitement of a launch countdown to the awe- inspiring images of the planets and galaxies, space explo-NASA made considerable progress in pinning down how ration has a unique capacity to fire the imaginations of youngmuch of “dark matter” is made of atoms and how much is and old alike. But the road to the planets does not begin atmade of some other exotic particles. Combining data from the launch pad; it begins at the classroom door.NASA’s Far Ultraviolet Spectroscopic Explorer and ChandraX-ray Observatory satellites, astronomers found evidence for In FY 2003, NASA strengthened its commitment to inspiringthe existence of a large reservoir of normal matter consisting and motivating students. First, NASA established Educationof familiar atoms in our local group of galaxies. This as a core mission of the Agency. Second, the Agencynon-luminous matter in the form of a thin gas cloud created a new Enterprise to facilitate coordination and inte-surrounds and envelops the Milky Way and its neighbors. gration of all NASA educational activities into a seamlessThis is the first detection of the long-sought “missing pipeline for inspiring the next generation. And third, in collab-matter.” The amount of matter discovered, about ten oration with the new Education Enterprise, all NASAtimes as much matter as the entire Milky Way galaxy, Enterprises and Centers touched and inspired our Nation’sis consistent with estimates based on gravity. students. Some highlights include the following:Source: http://spaceflightnow.com/news/n0302/23fog/.Space Science Enterprise ■ NASA used distance education and teleconferencing tech-For more information on this activity, see Goal 5, APG 3S1, in Part 2 nology to reach over five million students via webcasting,of this report. point-to-point events, and multi-point education events.

■ NASA reached over 70,000 practicing educators through

workshop and exhibit participation in nine national educa- tor conferences.

■ NASA provided a ready source of information by distribut-

Below are specific highlights of some of NASA’s significant

activities for this Goal.

THE EDUCATOR ASTRONAUT PROGRAM

In FY 2003, NASA developed and launched the Educator

Astronaut Program (EAP), which will train selected teachers to be Mission Specialists and will create revolutionary teaching tools that will allow the Educator Astronauts to share their experiences with students and other educators (see Figure 23). Teachers responded enthusiastically to the announcement of this program: NASA received 8,881

Part 1 | Management Discussion and Analysis 27

VIRTUAL INSPIRATION FOR EDUCATORS AND STUDENTS

NASAexplores (www.nasaexplores.com) provides educators

and students with free, weekly online articles and lesson activities based on human space flight and aerospace technology content. These materials, written at three grade levels (K–4, 5–8, and 9–12), support national education standards. During FY 2003, the NASAexplores Web site logged over 500,000 unique computer addresses and 20.2Figure 23: Educator Astronaut Barbara Morgan works with an million “hits.” The NASAexplores team conducted workshopsEarth crew team member. for 188 educators and exhibited at conventions with an estimated 19,150 attendees.nominations and 1,685 applications. A Blue Ribbon Panel Source: Office of Space Flight at NASA Headquarters,identified a list of “superior educators” to be reviewed by the http://www.spaceflight.nasa.gov; http:/nasaexplores.com;Astronaut Office at Johnson Space Center (JSC) for final http://education.jsc.nasa.gov/Educators/DLE.htm; andselection. Eventually, up to six educators will be selected http://education.jpl.nasa.gov/resources/index.html.for the Astronaut Corps. In FY 2004, the EAP will shift from Space Flight Enterprise, Education Enterpriserecruitment to engagement as NASA and educators encour- For more information on this activity, see Goal 6, APG 3H23, in Partage students to become part of Earth Crew Teams. As of 2 of this report.September 30, 2003, over 3,600 Earth Crew Teams havebeen formed with approximately 40,000 members. HANDS-ON TRAINING AND INSPIRATIONSource: http://edspace.nasa.gov.Education Enterprise NASA’s Space Flight and Life Sciences Training Program (SLSTP) is an investment in tomorrow. It is an intensive six-NASA EXPLORER SCHOOLS PROGRAM week summer program at Kennedy Space Center (KSC) for undergraduate college students interested in learning howThis year, NASA developed and launched the NASA Explorer to design and conduct biological research and operations inSchools Program, a unique, three-year partnership between space and to assess the environmental impacts of a launch NASA and 50 school educa- site. The program emphasizes the unique features of experi- tor/administrator teams ments conducted in the space flight environment and the around the country. The challenges associated with planning and conducting long- program targets underserved duration space flight missions and experiments. Thirty populations in grades 5–8 students participated in 2003, including a number of students and provides the Explorer from underrepresented groups. This year’s class also char- Schools linkages with NASA tered an alumni group to facilitate continued mentoring Centers, on-going educator among students who have participated in the program. professional development, Source: http://www.spaceflight.nasa.gov; http:/nasaexplores.com; and student and family http://education.jsc.nasa.gov/Educators/DLE.htm; opportunities (see Figure 24). and http://education.jpl.nasa.gov/resources/index.html. Source: http://explorerschools. Space Flight Enterprise, Education Enterprise nasa.gov. For more information on this activity, see Goal 6, APG 3H23, in PartFigure 24: A student gets Education Enterprise, Biological 2 of this report.hands-on science experi- and Physical Research Enterpriseence in the Explorer schools’ For more information on this AWARD-WINNING TELEVISION PROGRAMSclassroom. activity, see Goal 6, APG 3B11, FOR OUR CHILDREN in Part 2 of this report. The NASA CONNECT™ program, “Measurement, Ratios, and Graphing: Who Added the ‘Micro’ to Gravity,” won a 2003 Regional Emmy Award in the Children/Youth Category.

28 NASA FY 2003 | Performance and Accountability Report

Distributed through public and cable broadcasting media,this program, targeting grades 6–8, reached 260,710subscribing educators representing 8,600,000 students.Source: http://connect.larc.nasa.gov.Education Enterprise, Biological and Physical Research EnterpriseFor more information on this activity, see Goal 6, APG 3B11, in Part2 of this report.

EDUCATION AROUND THE GLOBE

The 2003 GLOBE Learning Expedition (June 30–July 4),

with the theme “Local Discoveries, Global Understandings,”took place in Sˇibenik, Croatia. The Expedition, partiallyfunded by NASA, featured 54 teams from 23 countries, Figure 25: Students at the World Space Congress.and consisted of approximately 400 students and teachers.Teams were competitively selected to showcase their use through graduate school), along with teachers, parents, andof Earth science data. (Fourteen of the 54 teams were from aerospace professionals. NASA provided the leadership forthe United States.) The GLOBE program, supported by this venture, as well as technical expertise and otherstate-level science curricula, engages students, teachers, resources.and scientists worldwide in Earth system research and Source: http://www.aiaa.org/wsc2002/special_educ_report.cfm.education. Biological and Physical Research EnterpriseSource: http://www.nasa.gov/home/hqnews/2003/jun/HQ_03211_globe.html.Earth Science Enterprise

CLOUDS IN S’COOL?

The Students’ Cloud Observations On-Line (S’COOL)

Project collected nearly 9,000 student ground observationsof clouds in the past year. NASA’s CERES (Clouds and theEarth’s Radiant Energy System) Science Team will use theseobservations as one element in the validation of its climatedata records by comparing the surface- and space-basedobservations to learn more about clouds and climate. Thedata also are available for use in student research projectsthrough an online interface. Nearly 300 new teachersregistered to participate in S'COOL this year.Source: http://asd-www.larc.nasa.gov/SCOOL/.Earth Science Enterprise

INSPIRING STUDENTS AROUND THE WORLD

This year, the second World Space Congress, held in

Houston, Texas, in October 2002, included educational andstudent outreach activities. Over 10,000 students, educators,and young professionals from more than 30 countriesparticipated in 14 events staffed by over 400 volunteers (seeFigure 25). The event achieved its ambitious goal of engag-ing students from every educational level (kindergarten

Part 1 | Management Discussion and Analysis 29

Goal 7: Engage the public in ■ NASA developed “Our Earth to Orbit: Engineering Designshaping and sharing the experience Challenge” to help students learn how the Wright brothersof exploration and discovery. developed propellers for their aircraft.

In FY 2003, NASA achieved seven of seven annual perform- ■ NASA launched the “Wright Way” Web site, which containsance goals (APGs) under Goal 7. a wealth of background information on the Wrights, as well as classroom learning activities related to theirNASA’s challenging and exciting missions engage and edu- research.cate the public. By stimulating people’s imaginations andcreativity, and by communicating the significance of our dis- ■ To commemoratecoveries and developments to the world, we help improve advances in flight,the scientific and technological literacy of our Nation. Below NASA sponsored theare highlights of some of NASA’s significant activities for this Rockefeller CenterGoal. Plaza “Centennial of Flight” exhibit (seeCELEBRATING A CENTENNIAL OF FLIGHT Figure 27). The exhibit included: mockups ofThis year, NASA capitalized on the opportunity presented by experimental NASAthe Centennial of Flight celebration to partner with industry, planes; participationacademia, and other government agencies to engage by NASA astronauts;the public in the excitement of exploration and discovery. Shuttle LaunchAlthough the celebration will end in December 2003, NASA Theatre; and a spacehopes that the spirit inspired by this celebration will continue suit photo opportunitywell into the 21st century. Highlights from this year’s for visitors. The exhibit Figure 27: NASA’s Centennialcelebration include the following: averaged 150,000 to of Flight exhibit at Rockefeller Center where rich heritage of 175,000 visitors per powered flight was on display.■ NASA worked with the Art Institute of Chicago to present day. a history of aeronautically engineered forms and artifacts from NASA’s collection dating from the 1930s. The exhibit ■ In FY 2003 NASA produced two programs with a also includes designs for future airplanes, including Centennial of Flight focus: “The Case of the Challenging those with morphing wings and biologically inspired forms, Flight” and “The Case of the ‘Wright’ Invention.” aimed at making commercial air travel accident free, Sources: http://www.aero-space.nasa.gov/curevent/news/vol4_iss3/ environmentally friendly, affordable, and accessible (see aerospace.htm; http://wright.nasa.gov; http://eto.nasa.gov; and Figure 26). The exhibit will be on display through February http://scifiles.larc.nasa.gov. 8, 2004. Aerospace Technology Enterprise

BRINGING THE EXCITEMENT OF SPACE

TO YOUR HOMETOWN

In FY 2003, NASA and our partners brought the excitement

of space closer to home. Highlights of this year’s activities include the following:

■ NASA redesigned and launched a new Web portal to

improve the usability of the site for the Agency’s diverse audiences and primary stakeholders. The redesigned portal (http://www.nasa.gov) is more accessible, community-Figure 26: NASA’s Aerospace Design display at the Art focused, offers a single place where all of the public canInstitute of Chicago is engaging new audiences in exploration access the best of NASA’s Web offerings, and through theand discovery. “MyNASA” sub-site, customize the content they want to

30 NASA FY 2003 | Performance and Accountability Report

see. The improved portal has proven popular with NASA’s This mobile exhibit consists of two 48-foot trailers linked audiences, receiving over 1.4 billion hits between February in an L-shape. Visitors enter one end and move through and June 2003. On February 1, 2003, www.nasa.gov the exhibit in groups of approximately 15 to 20 people withstood a 50-fold increase in traffic in the 20 minutes (see Figure 28). Through a series of interactive displays, following the Shuttle Columbia accident, recording nearly visitors are able to visualize what it would be like to live 75 million hits with 100 percent availability even during and work in space. The exhibit traveled to 21 cities and periods of extremely high demand. hosted nearly 92,000 visitors. Education Enterprise, NASA Office of Public Affairs Sources: http://members.ala.org/nasa/introduction.html; http://www.spaceflight.nasa.gov;■ NASA partnered with the American Library Association http://spaceflight.nasa.gov/station/index.html; and and Apple Computer to launch a two-year national tour http://spaceflight.nasa.gov/realdata/tracking/index.html. to inform the general public about space research. The Space Flight Enterprise exhibit explains how NASA research and technology For more information on this activity, see Goal 7, APGs 3B12, 3H21, has contributed to every aspect of American life, as well and 3H22 and Implementing Strategy 2, APG 3MS6, in Part 2 of this as how the Shuttle and International Space Station (ISS), report. people, inanimate objects, and American industry work in the microgravity of space. Over 400 libraries competed for 120 opportunities to take part in the national tour. Launched in July 2003, the exhibit will tour five locations per month. Estimated traffic through the five libraries in the opening month was 250,000 people. NASA grants added an average of 20 new and/or additional books on space to each library’s permanent collection. Biological and Physical Research Enterprise

■ NASA worked with partners in local communities via the

NASA Days program to develop and deliver to the public an informative and entertaining program about the ISS and to share the excitement of space with people in mid-size cities in central and eastern states. Space Flight Enterprise

■ Using the ISS Trailer Exhibit, NASA provided a unique

experience for the general public, especially students.

Figure 28: A NASA Astronaut inspires the next generation of

explorers in the ISS Trailer Exhibit.

Part 1 | Management Discussion and Analysis 31

Goal 8: Ensure the provision of spaceaccess and improve it by increasingsafety, reliability, and affordability.

In FY 2003, NASA achieved or exceeded 19 of 25 annual

performance goals (APGs) under Goal 8. Three APGs sawsignificant progress and received a “yellow” rating. In theother three APGs, the goal was either not met, and thusassigned a “red” rating, or postponed by management direc-tive and assigned a “white” rating.

One of NASA’s primary roles is improving the Nation’s access

to space through the application of new technology.Currently, access to space is provided by the Space Shuttleand a fleet of expendable launch vehicles (ELVs) developedand built by U.S. industry. NASA also provides access to the Figure 30: In this artist’s conception, the DART flightInternational Space Station (ISS) as a research platform for demonstrator (top left) is shown rendezvousing with the Multiple Paths, Beyond-line-of-Site Communicationsadvancing our knowledge of science. NASA is improving our (MULBCOM) satellite (bottom right) in low Earth orbit.current access to space and expanding the Nation’s spacecapabilities for the future. Below are highlights of some ofNASA’s significant activities for this Goal. continues to provide a safe and reliable research facility in low Earth orbit. While construction of the ISS was scaledSPACE SHUTTLE AND INTERNATIONAL down following the Columbia accident, the onboard humanSPACE STATION HIGHLIGHTS presence and research continued uninterrupted thanks to agreements among the ISS’s international partners.In FY 2003, the Space Shuttle program completed two Source: http://iss-www.jsc.nasa.gov/ss/issapt/pmo/gprametrics.htm.missions (STS-112 and STS-113) to the ISS. Both missions Space Flight Enterprisedelivered truss sections to the ISS, as well as crew and For more information on this activity, see Goal 8, APG 3H25, in Partequipment translation aid carts, which can be used by space 2 of this report.walkers to move equipment along the trusses (see Figure 29).In all, astronauts made three space walks to continue ISS PLANNING THE NEXT GENERATION OFconstruction. The ISS, now in orbit for nearly 1,800 days, U.S. SPACE FLIGHT

NASA is laying the foundation for the next generation of

American space flight. NASA’s Orbital Space Plane (OSP) program is charged with creating a new crew rescue and transport vehicle that will assure access to the ISS and low Earth orbit. The OSP program includes technology programs such as the Demonstration of Autonomous Rendezvous Technology (DART) project, a flight demonstrator vehicle designed to test technologies required to locate and rendezvous with other spacecraft (see Figure 30). The DART mission will provide the first-ever autonomous rendezvous capability for the U.S. space program. In FY 2003, the DART

Figure 29: Astronauts John Herrington and Michael Lopez-

Allegria work on the newly installed Port-1 truss on the ISS.

32 NASA FY 2003 | Performance and Accountability Report

program completed major planning milestones and began ■ Galaxy Evolution Explorer (Galex);hardware development. ■ Mars Exploration Rover-A (MER-A);Source: http://www1.msfc.nasa.gov/NEWSROOM/news/releases/ ■ Mars Exploration Rover-B (MER-B); and2003/03-145.html. ■ Scientific Satellite Atmospheric Chemistry ExperimentAerospace Technology Enterprise (SciSat).For more information on this activity, see Goal 8, APGs 3SLI1, 3SLI2,and 3SLI3, in Part 2 of this report. The TDRS-J satellite, the second of three enhanced Tracking and Data Relay Satellites, will service the Space Shuttle,EXPENDABLE LAUNCH VEHICLE ISS, Hubble Space Telescope, and other Earth-orbitingACHIEVEMENTS satellites with improved communications and data relay services well into the 21st century.NASA’s ELV program provides access to space for many of Source: https://extranet.hq.nasa.gov/elv/IMAGES/lh.pdf.NASA’s satellites and experiments (see Figure 31). In FY 2003, Space Flight Enterprisethe ELV program successfully delivered the following seven For more information on this activity, see Goal 8, APG 3H3, in Part 2communication and research satellites to orbit: of this report.■ Tracking and Data Relay Satellite-J (TDRS-J);■ Ice, Cloud, and Land Elevation Satellite (IceSat)/Cosmic Hot Interstellar Plasma Spectrometer Satellite (ChipSat);■ Solar Radiation and Climate Experiment (SORCE);

In FY 2003, NASA achieved two of three annual performance

How long can a human live and work in the space environ-ment? How far can we venture from Earth? By under-standing and countering the physical limitations to humanspace flight, NASA is gradually opening the frontier ofspace for exploration and discovery. Below are highlightsof some of NASA’s significant activities for this Goal.

LIGHTENING THE LOAD—ADVANCES

IN LIFE SUPPORT TECHNOLOGIES

We need to reduce mass, volume, and crew time, while

simultaneously increasing the reliability of human supportsystems, to enable humans to venture far beyond low Earthorbit. In FY 2003, NASA’s Advanced Human SupportTechnology program made significant strides toward achieving Figure 33: Astronaut Edward Lu exercises on the Cyclethis aim by developing technologies that can nearly halve Ergometer with Vibration Isolation System (CEVIS) on the ISS.the system mass of future human life support systemscompared with baseline technologies for the ISS. One SOLVING HEALTH PROBLEMS IN SPACEexample is the Electronic Nose (E-Nose), which is designed AND ON EARTH—THE NASA-NSBRIto monitor the air that astronauts breathe (see Figure 32). PARTNERSHIPThis same technology may one day be used to detect firesand chemical spills and to uncover diseases. The National Space Biomedical Research Institute (NSBRI)Source: http://spaceresearch.nasa.gov/research_projects/ahst.html. is a consortium of 12 institutions working with NASA toBiological and Physical Research Enterprise prevent or solve health problems related to long-durationFor more information on this activity, see Goal 9, APG 3B2, in Part 2 space travel and exposure to microgravity. Much of NSBRI’sof this report. research will also benefit humankind on Earth. NSBRI research highlights for this year include the following:

■ Researchers identified early indications that nutritional

■ NASA developed new technology to characterize

unknown bacteria. Its immediate application will be to identify bacteria in space, but it should eventually aid in diagnosing medical conditions and detecting biological hazards on Earth. Source: http://www.nsbri.org/. Biological and Physical Research EnterpriseFigure 32: A mockup of a new electronic nose (E-Nose) that For more information on this activity, see Goal 9, APG 3B1, in Part 2monitors astronauts’ air supply. of this report.

34 NASA FY 2003 | Performance and Accountability Report

USE IT OR LOSE IT—NEW INSIGHTS GOAL 10: Enable revolutionaryINTO THE MECHANISMS INVOLVED capabilities through new technology.IN MUSCLE WASTING In FY 2003, NASA achieved four of five annual performanceUnderstanding how muscle wasting (atrophy) occurs in goals (APGs) under Goal 10. Due to management decisionsastronauts during space flight, and developing possible to cancel some programs, one APG was not achieved, andcountermeasures, are critical both to our future in space and received a “white” rating.to battling disease on Earth (see Figure 33). In some musculardystrophies, muscle degeneration is due to a defect in the NASA’s goal is to change the definition of what is technologi-structural stability of the sarcolemma, the thin membrane cally possible. Emerging fields like biotechnology, informationenclosing muscle fibers. New evidence suggests that technology, and nanotechnology hold great promise fordisruption of membrane repair machinery also causes expanding the frontier of space, and NASA is leading themuscular dystrophy. This new insight may pave the way way in their development and application.for better therapies and preventative tactics for the treatmentof muscle loss in space and on Earth. NASA’s successes this year ranged from advanced technolo-Source: http://www.ncbi.nlm.nih.gov:80/entrez/query.fcgi?cmd= gies that will power future Mars rovers to improved super-Retrieve&db=PubMed&list_uids=12736685&dopt=Abstract. computing that could lead to better weather prediction.Biological and Physical Research Enterprise Below are highlights of some of NASA’s significant activitiesFor more information on this activity, see Goal 9, APG 3B1, in Part 2 for this Goal.of this report. ION BATTERIES FOR MARS ROVERSPACKING FOOD FOR A LONG FLIGHT—PHOTOSYNTHESIS AND METABOLISM OF The journey to Mars is long and arduous. The robotic explorersSUPERDWARF WHEAT IN MICROGRAVITY that NASA sends to the Red Planet must be efficient and able to provide reliable power in harsh conditions. For theseFuture crews who undertake extended space flight will need reasons, the Air Force and NASA funded Yardney Technicala reliable, renewable food supply. To provide this, we must Products to develop space-qualified lithium ion batteries forunderstand the effects of microgravity and the space envi- future space applications. The Yardney batteries poweringronment on plants. Dwarf wheat plants successfully grown the two rovers that landed on Mars in 2004 are a quarterfrom seed aboard the ISS as part of the Photosynthesis of the weight and half the volume of batteries used inExperiment Systems Testing and Operations (PESTO) past missions (see Figure 34). Through NASA’s Smallexperiment provided the first evidence that overall growth, Business Innovation Research (SBIR) program, NASAphotosynthesis, and transpiration are unaffected by space transferred this technology to a small business that nowflight. The PESTO experiment was the first designed to studyrelatively long-term plant development on a space flightmission. An international team of scientists continues toanalyze the multiple wheat samples on the cellular, molecular,and genetic levels.Source: http://spaceresearch.nasa.gov/research_projects/ros/bpspesto.html.Biological and Physical Research Enterprise

Figure 34: Yardney batteries (see inset) power the Mars

Exploration Rovers.

Part 1 | Management Discussion and Analysis 35

furnishes the same types of batteries for use in otherupcoming Mars missions.Source: http://sbir.gsfc.nasa.gov/SBIR/successes/ss/7-015text.html.Aerospace Technology Enterprise

PUTTING THE “SUPER” IN

SUPERCOMPUTING

NASA’s high-performance supercomputer “Chapman” is the

first computer with a single-system image architecture inwhich all processors share a common memory (see Figure35). Chapman increased the number of simulated climatedays from 900 a day to more than 2,900 a day. This advancein computing capability resulted in previously unidentified Figure 36: A NASA microshutter prototype.climatic trends and associations with other events suchas pollution. Chapman’s ability to perform simulations three light from multiple sources into astronomical instrumentstimes faster than previous computers is paving the way resulting in a clearer picture of distant objects (see Figure 36).for better models and a greater understanding of Earth’s The James Webb Space Telescope will use this advance indynamic weather systems, ultimately leading to better its Multi-Object Spectrometer instrument.weather forecasting capabilities. Source: Source: http://www.aero-space.nasa.gov.Source: http://www.aero-space.nasa.gov. Aerospace Technology EnterpriseAerospace Technology Enterprise For more information on this activity, see Goal 10, APG 3R12, in Part 2 of this report.

ADVANCES IN FLIGHT SIMULATION

This year, NASA continued to explore new technologies

designed to enhance aircraft and spacecraft responsiveness and safety. NASA integrated an initial pilot station with a desktop version of the Advanced Concepts Flight Simulator, referred to as the miniACFS. This advance allows NASA and other users to demonstrate technologies that may be used by pilots in the future to provide safer operation and better flight control of aircraft under adverse conditions (e.g., damaged components). The technologies behind the miniACFS demonstrate intelligent and adaptive recovery systems and advances in communication architectures that will be used in new and anticipated aircraft, spacecraft, and robotic designs. The integration of an initial pilot station with miniACFS offers advances in more reliable and autonomousFigure 35: The Chapman supercomputer triples climate operations than previously achievable.simulation speeds. Source: Source: http://www.aero-space.nasa.gov. Aerospace Technology Enterprise

LOOKING FAR INTO THE UNKNOWN

The Hubble Space Telescope enabled us to look deep into

the cosmos, and NASA continues to develop technologiesthat will enable us to see farther still. In FY 2003, NASAdeveloped a large prototype array of microshutters to direct

36 NASA FY 2003 | Performance and Accountability Report

Relation of NASA’s Strategies and ResourcesPerformance to Agency Used by NASA to Achieve itsStrategic and Performance Performance GoalsPlans NASA’s Vision and Mission guide its investments in programsIn FY 2003, NASA created a more robust link between its and activities that will achieve its Goals. NASA’s performancebudget and performance planning and evaluation activities. planning process begins with the Vision and Mission andEmbracing the philosophy of “One NASA,” the Agency flows to more detailed multi-year outcomes and APGs.released its 2003 Strategic Plan (http://ifmp.nasa.gov/codeb/ (See Figure 37 for a diagram of the performance planningdocs/2003_Strategic_Plan.pdf) in February 2003, a plan process flow.)that marked a tremendous step forward in making NASA’ssystems more consistent, measurable, and accountable. NASA identifies near-term strategies, tactics, and activities to achieve the Agency’s long-term Goals and objectives includedThe 2003 Strategic Plan focuses on the ten Agency Goals in our strategic plan. The performance goals and objectivesand introduces NASA’s new budget structure (18 Themes) appear in an annual agency performance plan, and wedesigned to achieve those Goals. Consistent with that report our progress in achieving these Goals and objectivesplan, the performance sections of this report are organized in our annual performance and accountability report.according to the ten Agency Goals. Management Procedures toTo ensure consistency between the FY 2003 and FY 2004 Ensure Relevant and Reliablebudget and performance goals, NASA remapped the FY Performance Information2003 Performance Plan to correspond to the new strategicplan’s framework and theme structure (http://ifmp.nasa.gov/ To measure performance, both the annual performance plancodeb/docs/FY03PerformancePlanRemapped.pdf). NASA and the annual performance and accountability report useundertook this exercise to recognize our new strategic the same basic unit: the APG. Lower-level measures calledframework and to ensure that this FY 2003 Performance and performance indicators help determine whether we haveAccountability Report will better portray how we are pro- met each APG. Much of our work relies on discovery andgressing towards our Goals and objectives. Therefore, to innovation, so many of our performance indicators aremove NASA toward its overarching Goals, different organiza- activities that have never been performed before and thetions within the Agency worked toward more than 100 chances of success are difficult to estimate. For this reason,annual performance goals (APGs) in FY 2003. However, we sometimes set APG achievement levels equal to thesince the original FY 2003 budget was structured around the achievement of a certain proportion of indicators. While weAgency’s Enterprises, the financial statements included in may not expect to achieve all of the indicators or even knowthis report still represent the Enterprise-based budget which of them will produce the most important results, westructure that NASA will leave behind as itembraces the new full-cost Theme-basedstructure in FY 2004. The work NASA didin FY 2003 completed the foundation forthe full integration of performance-basedbudgeting in FY 2004.

For more information on NASA’s budget

and performance planning system, pleaserefer to Appendix III.

Figure 37: NASA’s performance planning process flow.

Part 1 | Management Discussion and Analysis 37

know that in achieving most of them, we will make significantprogress toward accomplishing our APG and long-term Goals.

To rate the progress on our performance plan goals, a color

code is assigned to each APG by NASA program personneland/or external reviewers (see Table 2).

Performance Performance Rating

Rating ParametersBlue Significantly exceeded annual performance goal.Green Achieved annual performance goal.Yellow Failed to achieve annual performance goal, progress was significant, and achievement is anticipated within the next fiscal year.Red Failed to achieve annual performance goal, completion within the next fiscal year is not anticipated, and target may be infeasible or unachievable.White Annual performance goal postponed or cancelled by management directive.Table 2: Performance rating parameters.

NASA’s Performance Trends

In FY 2002, NASA achieved 89 percent of its APGs. This

year, NASA achieved 83 percent of the APGs set forth in ourannual performance plan. A major factor in this decline wasthe Columbia accident and the subsequent grounding of theShuttle fleet.

Detailed trend information for all of the APGs is included

in Appendix I. The trend data is organized by Theme andobjective to make them traceable to the Agency’s Goals andbudget structure. Presenting the trend data by Theme allowsNASA to track our annual performance in preparation for ourmove to full budget and performance integration in FY 2004.

38 NASA FY 2003 | Performance and Accountability Report

FY 2003 Financial Highlights

NASA’s financial statements were prepared to report the Cumulative Results of Operations represents the public’sfinancial position and results of operations of the Agency, in investment in NASA, akin to stockholder’s equity in privateaccordance with generally accepted accounting principles industry. The public’s investment in NASA is valued at $38.7as defined by The Chief Financial Officer’s Act of 1990. While billion. The Agency’s $43 billion net position includes $4.3these financial statements were prepared from the books billion of unexpended appropriations (undelivered orders andand records of NASA in accordance with formats prescribed unobligated amounts or funds provided but not yet spent).by the Office of Management and Budget, they are in addi- Net position is presented on both the Consolidated Balancetion to financial reports prepared from the same books and Sheet and the Consolidated Statement of Changes in Netrecords used to monitor and control budgetary resources. Position.The statements should be read with the realization thatNASA is a component of the U.S. Government, a sovereign Net Cost of Operationsentity. The Statement of Net Cost is designed to show separatelyAssets, Liabilities, and the components of the net cost of NASA’s operations for theCumulative Results of period. In FY 2003, NASA implemented its Mission throughOperations six strategic Enterprises. The total net costs in FY 2003 were: Human Exploration and Development of Space,The Consolidated Balance Sheet reflects total assets of $5.2 billion; Space Science, $2.8 billion; Earth Science,$46.9 billion and liabilities of $3.9 billion for FY 2003. $1.3 billion; Biological and Physical Research, $1.3 billion;Unfunded liabilities reported in the statements cannot be Aerospace Technology, $1.2 billion; and, Educationliquidated without legislation that provides resources to do Programs, $0.17 billion. Net cost is the amount of moneyso. About 82 percent of the assets are property, plant, NASA spent to carry out programs funded by Congressionaland equipment (PP&E), with a book value of $36.6 billion. appropriations.PP&E is property located at the Centers, in space, and in thecustody of contractors. Almost 78 percent of PP&E consistsof assets held by NASA, while the remaining 22 percent isproperty in the custody of contractors. The book value ofassets in space, various spacecraft operating above theatmosphere for exploration purposes, constitutes $17.9billion, or 63 percent, of NASA-owned and -held PP&E.

Part 1 | Management Discussion and Analysis 39

Management Controls, Challenges, and Actions

Administrator’s Statement The NASA team led by the Office of the Chief Financialof Assurance Officer, supported by the Office of Procurement, Office of Management Systems, and others at Headquarters and ourIn response to recommendations of the NASA Internal Centers, has made significant progress towards eliminatingControl Council (ICC), and the results of the financial state- the material weakness. The responsible NASA officials willment audit process, one material weakness reported in continue to report regularly on PP&E and Materials to theFY 2002 will remain open and one new material weakness ICC at quarterly progress meetings in FY 2004. The descrip-was identified during FY 2003. NASA has taken aggressive tion of PP&E and Materials in this report provides a summarymeasures to close the material weakness identified in FY of significant corrective actions taken. I therefore submit2002: the Agency’s deficiency in management of property, a qualified Statement of Assurance as prescribed by theplant and equipment (PP&E), and Materials. The new materi- Federal Managers’ Financial Integrity Act (FMFIA).al weakness, designated as Space Shuttle, is a qualifiedcontrol deficiency. NASA accepted all 29 recommendationsof the Columbia Accident Investigation Board (CAIB). Sean O’KeefeCorrective and preventive actions are proceeding rapidly; and NASA Administratorwe are addressing cultural changes to regain the Agency’slong-standing reputation for accountability. We developed anImplementation Plan for Return to Flight and Beyond, and anindependent task group is assessing the effectiveness ofNASA’s response to the CAIB recommendations.

40 NASA FY 2003 | Performance and Accountability Report

Systems, Controls, and many control improvements and significant managementLegal Compliance initiatives taken by NASA leadership in response to law, the President’s Management Agenda, GAO standards andSYSTEMS audits, Office of Management and Budget (OMB) guidance, OIG recommendations, and collaborative efforts to makeNASA uses two key automated systems to provide NASA- the vision of “One NASA” a reality. Detailed descriptions forwide information on the status of key management actions. some of these actions are included in this volume underThe first, the Corrective Action Tracking System (CATS II), NASA’s Response to Major Management Challenges andtracks, completes, and closes all recommended actions High-Risk Areas.resulting both from audits and from the major managementreviews described below. CATS II provides a current, clear LEGAL COMPLIANCEpicture of the state of our management actions and controls.The second system, the NASA Online Directives Information NASA is in full legal compliance with the Federal Manager’sSystem (NODIS), provides official information for the overall Financial Integrity Act (FMFIA) as documented in thegovernance and control of NASA’s operations. NODIS’ elec- Statement of Assurance included in this section. Specifictronic document generation system and library is accessible information on NASA’s compliance with the FMFIA is in theto all employees and contains all of the Agency’s policies, following pages.procedures, and guidelines. During FY 2003, NASA implemented a new off-the-shelfIn FY 2003 NASA made significant progress toward full cost integrated financial management system—the SAP/R3 Coremanagment through the implementation of the Integrated Financial Module. Prior to this implementation, NASA hadFinancial Management (IFM) program Core Financial (CF) ten separate, non-integrated financial systems, one at eachmodule. More information on IFM and CF can be found NASA Center. As a result of this operating environment, andin “NASA’s Response to Major Management Challenges in as reported by the NASA Inspector General and our externalHigh-Risk Areas” and “The President’s Management auditors, NASA did not have a single integrated financialAgenda” sections of this report. management system that provided management with accu- rate, timely, and useful information.CONTROLS During FY 2003, that operating environment changed withNASA’s strong management controls include the Internal NASA fully implementing IFM Program Core FinancialControl Council (ICC), which meets quarterly to discuss Module, SAP R/3 at all ten NASA Centers. SAP R/3 wasmaterial weaknesses and major management challenges certified by the Joint Financial Management Improvementfacing the Agency. The ICC agrees on corrective actions for Program (JFMIP) as meeting the Federal financial manage-identified problems and tracks them through to completion. ment systems requirements. SAP R/3 is a transactional-The highest levels of NASA senior management serve on the based system that records almost all financial transactionsICC and on the many other Agency boards and councils that at the account detail level required by the U.S. Standardcontribute to internal management controls. External auditors General Ledger and allows NASA to view information in onefrom the Office of Inspector General (OIG) and the General consistent manner throughout the Agency.Accounting Office (GAO) also make recommendationsto the Agency on a continuous basis. NASA responds to As a result of this exception, NASA financial managementthe recommendations and closely monitors the activities system, SAP R/3, does not comply substantially with theto address them. Federal Financial Management Improvement Act (FFMIA).

NASA’s internal controls have significantly improved through

the corrective actions implemented by senior management.NASA’s commitment to accountability shows in our effortsto: establish reasonable controls, and continually examinerecommendations for their improvement, make sounddeterminations on corrective actions, and verify and validatethe results. This commitment is further evidenced by the

Part 1 | Management Discussion and Analysis 41

Integrity Act Material tions have important organizational as well as technical impli-Weaknesses and cations. The CAIB Report also calls on NASA to prepare aNon-Conformances detailed plan for defining, establishing, transitioning, and implementing these recommendations prior to return toEXISTING MATERIAL WEAKNESS flight, with the understanding that the implementation of the fundamental management changes will continue beyondNASA Property, Plant, and Equipment the first Shuttle flight after Columbia.and MaterialsNASA will continue to report a material weakness in property In response to the CAIB report, NASA developed theplant and equipment (PP&E) and Materials that was first Implementation Plan for Return to Flight and Beyond. Theidentified in the FY 2002 Performance and Accountability implementation plan is an evolving blueprint for safely andReport. During FY 2003, NASA implemented corrective reliably returning to flight. It explains how NASA is complyingactions and made significant progress towards remedying with the recommendations of the CAIB and other correctivethis weakness. NASA will continue to track this management actions. These additional corrective actions may includecontrol deficiency, and it will be monitored and assessed other CAIB observations, self-imposed Shuttle programinternally by the ICC for effectiveness and sustainability of initiatives, or input from other sources. NASA also is in thecorrective actions. process of determining the full spectrum of recommended return to flight hardware and process changes requiredWith the support and direction of the Deputy Administrator, prior to return to flight. The precise implementation of theseNASA took corrective actions to improve the financial report- initiatives will evolve as NASA continues to assess the long-ing of PP&E and Materials for FY 2003. Of NASA’s largest 55 term and far-reaching implications of these recommendations.PP&E contracts, the Offices of the Chief Financial Officerand Procurement initiated a working group of contractors An independent task group, chaired by former astronautsto implement changes for better control and improvement Thomas P. Stafford and Richard P. Covey, will report directlyof PP&E reporting. Completed actions include: required to the NASA Administrator on the progress of NASA’squarterly reporting of property data from the top 55 con- response to all of the CAIB recommendations. The grouptracts; amendments of all contracts for accelerated year end also will make other observations on safety and operationalproperty reporting; strengthened inventory and documentation readiness to ensure accountability, quality, and control.requirements; and increased guidance issued to NASA andcontractor personnel. Further, to improve reporting consis-tency in two different property areas, NASA staff revisedpolicy for work in process pertaining to assets in space andsoftware capitalization thresholds. The revised policy wascompleted, issued, and available for reference and useacross the Agency.

In FY 2004, NASA will implement internal controls to ensure

full compliance with the revised policies.

NEW MATERIAL WEAKNESS

IDENTIFICATION

Space ShuttleThe CAIB Report identified a number of systemic cultural,organizational, and managerial issues within both the SpaceShuttle program and NASA as a whole that contributed tothe loss of Columbia on February 1, 2003. Fifteen return toflight and 14 continuing to fly recommendations are in theCAIB Report. Four recommendations dealt explicitly withmanagement issues, and many of the other recommenda-

NASA’S MOST SERIOUS MANAGEMENT Because the core complete milestone slips further for eachAND PERFORMANCE CHALLENGES day the Shuttle fleet is grounded, the Program schedule is currently delayed more than a year, and the cost impactAddressing the serious cultural, organiza- will likely be significant. In a September 12, 2003, report thetional, and programmatic deficiencies General Accounting Office (GAO) concluded that a numberthat impact the safety and effectiveness of factors will likely result in increased costs—costs thatof Shuttle operations. include maintaining and storing station components and extending contracts. GAO also noted that important deci-The Columbia Accident Investigation Board (CAIB) report sions affecting international partner funding and agreementscontains numerous and significant findings, recommenda- were delayed. NASA officials stated that it was too soon totions, and observations on the Shuttle Program. The report, determine the magnitude and costs of delayed assemblyamong other things, addresses serious cultural, organization- and implications of the CAIB’s recommendations.al, and programmatic deficiencies that impact the safety andeffectiveness of Shuttle operations. Implementation of the The Agency will also need to ensure that the ISS Programrecommendations will require extensive effort by the Agency. maintains a focus on safety and effectiveness if American funding and participation is phased out as currently plannedNASA established a Return To Flight (RTF) Planning Team under the President’s new vision for space exploration.designed to help the Shuttle Program plan as well as imple-ment the CAIB recommendations. Also, the Administrator Ensuring that the integrated financialestablished an RTF Task Group for assessing NASA’s actions management system: improves NASA’sto implement the CAIB recommendations as they pertain to ability to allocate costs to programs,the safety and operational readiness of the next Shuttle efficiently provides reliable informationlaunch, STS-114. NASA has substantial work to perform to to management, and supports complianceaddress concerns the CAIB raised and ensure that the with the Chief Financial Officers Act.Shuttle is ready for a return to flight. During FY 2003, NASA implemented the Core FinancialThe Agency will also need to ensure that the reconstituted Module of the Integrated Financial Management ProgramShuttle Program maintains a focus on safety and effective- (IFMP) to replace 10 different legacy accounting systems.ness as the program is phased out under the President’s Implementation of the module was intended, among othernew vision for space exploration. The safe return to flight things, to eliminate weaknesses identified in prior year finan-and continued operation of the Shuttle fleet will be a critical cial statement audits. However, NASA had difficulty with theand massive undertaking for the Agency. preparation of the interim and year-end FY 2003 financial statements, which resulted in a disclaimed opinion on the FYAchieving U.S. Core Complete on the 2003 financial statements by the independent auditor con-International Space Station considering ducting the audit. Also, GAO identified significant problemsthe uncertain timing of Space Shuttle with NASA’s new financial management system. In our opin-operations. ion, NASA’s ability to prepare auditable financial statements and meet the Office of Management and Budget (OMB)The Agency took positive steps to address problems with accelerated reporting deadline of November 15, 2004, is incost growth, cost estimating, and program management and jeopardy.then developed a corrective action plan for restoring confi-dence in NASA’s ability to manage the International Space The FY 2003 year-end financial statements were not provid-Station (ISS) Program. However, uncertainties about the tim- ed to the independent auditor until December 10, 2003,ing for returning the Shuttle fleet to flight and resuming serv- nearly 6 weeks after the original deadline. Despite the delay, the financial statements contained obvious errors and raised questions that management could not readily answer. One

Part 1 | Management Discussion and Analysis 45

significant question involved the accuracy of the amount complete. NASA’s independent auditor cited for the thirdreported as the Agency’s Fund Balance with the Treasury. year in a row the lack of adequate controls over contractor-Detailed testing in the area found that the Agency could not held property as a material weakness in internal controls inreadily demonstrate that reconciliations were performed cor- the audit of the FY 2003 financial statements. GAO alsorectly or adequately reviewed by NASA financial manage- identified weaknesses in NASA’s controls over property andment staff. The Fund Balance with the Treasury issue, prob- materials.lems with data conversion from the 10 legacy accountingsystems, issues associated with prior period adjustments to Year-end reporting by the contractors resulted in adjust-contractor-held property, along with the delay in providing ments to the current and prior year property and equipmentthe financial statements, caused the independent auditor to amounts. Significant adjustments to amounts previouslyconclude that significant weaknesses existed in the overall reported in FY 2003, along with adjustments to FY 2002control environment and that the financial statement audit amounts, indicate that controls still need substantial improve-could not be completed by the required OMB deadline of ment. Controls at the contractors must be enhanced toJanuary 30, 2004. ensure accurate and complete property reporting and to keep adjustments for all reporting periods to a minimum. ToWe completed three audits of the Agency’s IFMP core finan- ensure that contractors’ reports are accurate, complete, andcial system. In those audits we reported that NASA had not consistent with Agency policies and procedures, NASA mustdeveloped a plan to resolve complex accounting issues and improve its controls.configure its Core Financial Module to adequately support fullcost accounting. We also reported that the Agency had not In November 2003, GAO reported that NASA has not reengi-planned to test and resolve all transactions, reports and test- neered processes to account for property and materials helding discrepancies prior to full, NASA-wide implementation of by contractors. Despite completing installation of the newthe Core Financial Module. Core Financial Module in June 2003, GAO found contract costs related to property and materials were not capturedIn a series of reports issued in November 2003, GAO con- at the transaction level. Instead, NASA continues to rely oncluded that the IFMP is at risk of schedule delays and cost summary level reports, manual reviews, and journal entriesgrowth because of the uncertain reliability of NASA’s costs to update the general ledger. As a result, NASA cannot linkestimates, optimistic schedules, and an insufficient process expenditures and accrued costs with specific equipmentfor ensuring the adequacy of funding reserves. GAO stated being constructed. GAO recommended that NASA imple-that (1) the IFMP’s life-cycle cost estimate did not include the ment a corrective action plan to record activity related tofull costs likely to be incurred, and (2) program challenges contractor-held property at the transaction level.may impact the scheduled FY 2006 implementation of theremaining modules. GAO also concluded the IFMP does not Continuing Agency efforts that willprovide many key external financial reporting capabilities. enhance information technology securitySpecifically, NASA had not converted the system to support by addressing weaknesses in controls.full cost accounting and deferred implementation of key CoreFinancial Module capabilities for making adjustments to prior NASA’s leadership has implemented several informationyear obligations and recording property and materials. In technology security (ITS) improvements and is formulatingaddition, NASA’s implementation approach created problems plans to address many of the ITS weaknesses that werein recording accounts payable, accrued costs, and obligation identified by our audits and assessments. We believe thattransactions. these positive changes should help improve NASA’s overall ITS posture. While management has recognized variousDesigning and implementing adequate concerns, many ITS challenges remain. We found significantinternal controls so information on recurring internal control weaknesses related to ITS,NASA- owned, contractor-held property including inadequate compliance with Federal and NASAis reliable and complete. ITS requirements including system administrator training, host and network security, physical security, contingencyNASA’s controls over contractor-held property, plant, and plan testing and alternate processing facilities, and incidentequipment are weak and do not ensure that information pro- response capability.vided for inclusion in the financial statements is reliable and

46 NASA FY 2003 | Performance and Accountability Report

In addition, the independent auditor for NASA’s FY 2003financial statements identified several ITS deficiencies relatingto the general control environment over the IT architecturethat processes financial applications. The independent audi-tor’s FY 2002 financial statement audit identified similar ITSdeficiencies.

Ensuring that NASA’s facilities are

efficiently used and contribute tofulfillment of the Agency’s mission.

NASA owns more than 5,400 buildings and other structures

and more than 40,000 hectares of land. Many facilities areaging, and funding has not been sufficient to keep the facili-ties in good repair. To address these issues, NASA formed aFacilities Tiger Team. The Team determined that the currentcondition of NASA facilities is poor and deteriorating andthat the current process for funding facility construction,maintenance, and repair needs improvement. The Teammade recommendations for improving the funding processfor facilities management. The Team also recommended thatan analysis be performed that compares NASA program andmission requirements to existing real property and identifiesopportunities for consolidations, facility disposals, and otherfacility uses. A contractor is helping develop a real propertybusiness plan for the Agency. The plan lists numerousopportunities for NASA to improve the management of itsfacilities and land.

Implementation of the Facilities Tiger Team recommendations

and serious consideration of the opportunities identified inthe real property business plan are important steps in ensur-ing that adequate facilities exist to meet Agency needs.

Part 1 | Management Discussion and Analysis 47

NASA’s Response to Major INTERNATIONAL SPACE STATIONManagement Challenges and PROGRAM MANAGEMENTHigh-Ri s k A re as The President’s FY 2002 Budget Blueprint outlined the man-In FY 2003, NASA continued to address specific issues agement and cost control reforms needed to demonstrateraised by the General Accounting Office (GAO) and the fiscal credibility and restore public confidence. The blueprintOffice of the Inspector General (OIG). The GAO’s January specifically directed that an external management and2003 report, Major Management Challenges and Program cost control review of the ISS program be undertaken,Risks: NASA (GAO-03-114), and the OIG letter (dated that program management reporting be shifted from theOctober 6, 2003) about NASA’s most serious management program’s Lead Center to NASA Headquarters, and that thechallenges, addressed NASA’s 14 major management Agency search for innovative ways to improve managementchallenges and high-risk areas. The following discussions and lower station costs.respond to each of the GAO and OIG issues with theexception of the International Space Station (ISS) where we In November 2001, the independent ISS Management andhave provided a single, combined GAO/OIG response. Cost Evaluation (IMCE) Task Force reported its recommen- dations to NASA. Included in the recommendations wereSTRATEGIC HUMAN CAPITAL measures to expand Headquarters oversight of programMANAGEMENT performance; improve the quality and availability of data needed for proper program management; define andIn GAO-03-114, GAO recognized that NASA has improved document the program’s baseline; verify the costs tothe Agency’s human capital management processes. complete and operate the ISS; and take advantage ofGAO specifically cited progress through the creation of the all opportunities to enhance ISS research capabilities.NASA Strategic Human Capital Plan (SHCP), the Agency-wide Competency Management System (CMS), then in In response, NASA executed a five-point managementdevelopment, NASA’s human capital-related legislative strategy to:proposals, and renewed hiring. Since GAO-03-114 was ➊ Establish an integrated research portfolio that maximizedissued, NASA has made further progress. We implemented the benefits of space-based research within availablethe SHCP initiatives. We deployed the CMS across the resources;Agency and are further enhancing the system. We used ➋ Develop the management structure and roadmap forCMS data to identify “at risk” competencies and to target achieving the U.S. Core station within budget andFall 2003 recruitment efforts. We worked closely with the schedule;House Science and Government Reform Committees and ➌ Implement improvements to program cost estimatingthe Senate Governmental Affairs Committee on human and cost control methods, tools, and controls to regaincapital-related legislative provisions to give NASA greater credibility and improve financial forecasting;flexibility in addressing both our existing skills and demo- ➍ Preserve critical path items for potential post-U.S. Coregraphic imbalances and our leadership challenges. We are options to increase research capability while maintaininganalyzing the results of Office of Personnel Management’s safety as the first priority; and(OPM) Government-wide survey to identify opportunities to ➎ Maintain cooperative international efforts to achieve theenhance NASA’s human capital strategies and programs. U.S. Core station and an enhanced configuration thatNASA’s scores on the OPM survey were among the highest meets research and international utilization requirements.in the government. In addition, we revitalized Agency-levelleadership development programs and, based on the results To measure progress toward executing this strategy, NASAof a recent mobility study, we are piloting actions to expand and OMB agreed on a set of ISS Success Criteria. NASAdevelopmental exchange activities across Centers and was required to demonstrate improved management andbetween Centers and Headquarters. We established a program performance before any consideration would behuman capital accountability self-assessment system and given to enhanced configuration. Over the past two years,are measuring progress in the strategic management of NASA has complied with all of the recommendationshuman capital against the standards in the system using made by the IMCE Task Force, and has satisfied all ofsurvey and data systems NASA-wide. the OMB/NASA success criteria levied, re-establishing management and cost control credibility.

48 NASA FY 2003 | Performance and Accountability Report

The ISS program continues to be listed as a management PROCUREMENT/IMPROVING CONTRACTchallenge due to the programmatic impacts of the Shuttle MANAGEMENTgrounding. The long-term impacts cannot be determineduntil the Shuttle returns to flight. Russian Progress and Included in the OIG’s FMFIA input is a recommendation toSoyuz vehicles continue to supply and transfer crews to the include procurement as a management challenge. Over theISS. Limited science onboard the ISS also continues. past several years, GAO identified NASA contract manage- ment (included in the broad area of procurement) as high-riskREDUCING SPACE LAUNCH COSTS for several reasons: past delays in implementing the Integrated Financial Management (IFM) system; and use ofIn November 2002, NASA initiated a major change to the full cost accounting; and continued reliance on undefinitizedIntegrated Space Transportation Plan (ISTP). Space Shuttle change orders. In FY 2003, NASA made significant progresssafety upgrades and the ISS were augmented to make each in addressing these GAO concerns—so much so that theviable and credible from a management perspective. only concern not fully resolved is IFM.Programmatic content and remaining funding for the Space The OIG did address IFM in its FMFIA input, and we continueLaunch Initiative (SLI) program were divided between two to make progress in implementing the IFM system in a phasedspecific space transportation programs. All SLI space trans- manner across the NASA Centers. In June 2003, we suc-portation technologies were integrated with the Advanced cessfully completed Agency-wide implementation of theSpace Technology program, creating the Next Generation Core Financial (CF) module. With this step complete, NASALaunch Technology (NGLT) program. The crew rescue, crew became the first Federal agency to implement a commercialreturn, and crew transfer missions to the ISS were assigned Enterprise Resources Planning system across the entireto the Orbital Space Plane (OSP) program. organization. By eliminating 140 disparate legacy financial systems and implementing a single instance of a “COTS”The new ISTP provides a focus and a framework for meeting product, NASA saw improvements in the timeliness, useful-the launch system cost challenges addressed in the ness, reliability of, and access to financial and contract data.GAO’s January 2003 report GAO-03-114. Specifically, ISTPincluded the following: The CF module is considered the “engine under the hood”■ Direction to the OSP program to use existing or near-term of NASA’s full cost efforts. The robust capabilities of the IFM technologies only, significantly reducing overall risk; system links projects with all their direct costs, such as sup-■ A straightforward and limited set of Level 1 baseline plies and materials, contracts, service pools, and civil service requirements; and salaries with those costs that cannot be traced to specific■ An independent (outside the program) OSP Cost activities (i.e., indirect costs). FY 2003 was a transition year Credibility Team and a decision point in FY 2004 to con- to the CF module. NASA currently is enabling full cost capa- sider initiating a launch system technology risk reduction bilities to begin in FY 2004. Using the CF module for full program under the NGLT program. (This decision will cost management, program and project managers will have address the new launch system requirements, DoD control of and visibility into all their costs. This ability will participation, and credible cost estimates.) give managers greater freedom to acquire and manage their resources and make decisions, and it will provide senior management with clearer lines of accountability and perform- ance measurement.

In its FMFIA input, the OIG states that NASA continues to be

challenged in promoting competition in contracting and in improving contract administration. Three programs skew the overall percentage of dollars competed: the Shuttle program, ISS, and the Jet Propulsion Laboratory. Exclusion of these programs results in NASA competing almost 90 percent of

Part 1 | Management Discussion and Analysis 49

all dollars awarded. (In the case of the Shuttle program and CONTRACTOR HELD PROPERTYISS, the Administrator made the decision not to competethese programs, and Congress concurred, citing a public In December 2002, the OIG cited Contractor Held Propertyinterest exception.) as a material weakness. In October 2003, the OIG cited Contractor Held Property as an other weakness (no longer aINFORMATION TECHNOLOGY SECURITY material weakness) based on several corrective actions that reduced the risk of inadequate internal controls. NASA willThe Information Technology Security (ITS) threat continues continue to track, monitor, and report on this issue as anto grow and we will always have issues and problems. The other weakness.question is how good we are at identifying and respondingto those weaknesses. NASA has processes and procedures With the support of the ICC under the direction of theand has been working hard to refine those processes, as Deputy Administrator, NASA took several corrective actionswell as bring our existing policies and procedures in line with to improve the financial reporting of property, plant andchanges made at the Federal level and changes in technology. equipment (PP&E) and Materials for FY 2003. For moreTo date, NASA has relied on self-verification that existing information on NASA’s response to this deficiency, see thepolicies and procedures were being adhered to. This is narrative under the Integrity Act Material Weaknesses andan area where we have made changes, moving from three Non-Conformances section.third-party independent ITS reviews a year to six a year, andestablishing an Information Security Assurance Officer (ISAO) FINANCIAL MANAGEMENT SYSTEMSto conduct spot checks in addtion to relying on the OIG toperform ITS audits. These reviews, along with newly estab- Prior to the implementation of NASA’s Integrated Financiallished metrics, will help to ensure that performance is better Management (IFM) program Core Financial (CF) module,aligned with policy and procedures. NASA had separate, non-integrated financial systems at each of our ten Centers. NASA did not have a single,NASA will continue to work to validate performance against integrated, Agency financial management system that couldpolicy and guidance by using independent third-party provide management with accurate, timely, and usefulreviews, the ISAO, and OIG. NASA recognizes the partnership information.between the OIG and NASA as critical to ensure that the ITSenvironment improves and grows to meet an ever-increasing In June 2003, NASA fully implemented the IFM program CFthreat situation. A number of changes have been made in at all NASA Centers. The CF module, a SAP R/3 softwareFY 2003 and will be accomplished in FY 2004. NASA is product, was certified by JFMIP. CF is a transactional-basedworking closely with the OIG to enlist the organization’s help system that records all financial transactions at the detailedin tackling improvements in existing policy and procedures, U.S. Standard General Ledger account level, allowing NASAsupporting new initiatives, and developing new policies and to view information in one consistent manner throughout theprocedures. Agency on a real-time basis.

LAUNCH VEHICLES: SPACE SHUTTLE FULL-COST MANAGEMENT

In October 2003, the OIG recommended that the Internal The objective of full cost management is to establish the trueControl Council (ICC) recognize the Space Shuttle as a mission costs of programs and activities enabling NASAmaterial weakness. In accordance with the Administrator’s managers and other users of financial information to makeStatement of Assurance, NASA has accepted this recom- reliable business decisions when performing critical workmendation. The Final Report of the CAIB identified a with fewer resources. NASA will use the IFM program tonumber of systemic cultural, organizational, and managerial implement and operate full cost management.issues within both the Space Shuttle program and NASAas a whole that contributed to the loss of Columbia on NASA has fully implemented full cost management, but theFebruary 1, 2003. For more information on NASA’s response IFM program budget formulation module is not scheduledto this management challenge, see the New Material for completion until February 2004. Until then, NASA willWeakness Identification narrative under the Integrity Act continue to use alternative, and sometimes less effective,Material Weaknesses and Non-Conformances section. procedures to develop budgets for its programs.

50 NASA FY 2003 | Performance and Accountability Report

OPEN OIG AUDIT RECOMMENDATIONS OSP program estimates will include all expected costs. Additionally, NASA understands that the risk managementIn October 2003, the Agency’s ICC maintained open OIG processes appropriate for the Space Launch Initiativerecommendations as an “other” weakness, because the technology risk reduction program are not adequate fornumber of open recommendations is still an issue that the OSP full-scale development program. NASA has selectedrequires visibility. NASA Senior Management is giving the database currently utilized by the ISS program as thesignificant attention to open OIG recommendations, and all one that will meet the requirements of OSP.levels of management are working cooperatively with theOIG to improve coordination on audit follow-up. As a result SAFETY AND MISSION ASSURANCEof these efforts, the Agency reduced the number of openOIG recommendations from a high of 495 in November 2001 In response to the CAIB’s findings and recommendations,to a current level of 158. In addition, the Agency worked the Administrator announced the establishment of thewith the OIG to completely eliminate all unresolved recom- NASA Engineering and Safety Center (NESC) at the Langleymendations as of September 30, 2003. Research Center. The specific roles and responsibilities ofAs part of the process to reduce the number of open recom- the NESC are not yet firmly established, and the NESCmendations, NASA management and the OIG developed relationship to the CAIB-recommended “Independentnew procedures for dealing with recommendations on which Technical Engineering Authority” is pending definition.the estimated date of completion has passed, but corrective NASA must still further improve its safety practices in allaction is incomplete. Under the process, the organization areas related to human space flight, and safety will alwaysresponsible for the recommendation will request an extension be a significant challenge for the Agency.from the Deputy Administrator with subsequent concurrencefrom the OIG. In addition, the OIG provides a weekly listingof expired recommendations and works with management toreconcile recommendation data in their respective systems.

Finally, expired recommendations remain a concern since

some organizations have not made timely requests forextensions. Management and the OIG continue workingtogether to develop new procedures, with the goal ofdriving the number of expired recommendations to zero.

LAUNCH VEHICLES: SPACE LAUNCH

INITIATIVE

NASA concurs with the need to ensure that proper manage-

ment controls are in place for future space launch efforts.Specifically, the ICC, chaired by the Deputy Administrator,has determined that the Orbital Space Plane (OSP) programshould be designated and tracked as a managementchallenge. The Office of Aerospace Technology will reportquarterly to the ICC on the program’s status.

Based on the OIG recommendation, NASA has taken steps

to improve management of the OSP program in several keyareas. For example, NASA understands that elements ofcost were not included in earlier estimates developed for theSpace Launch Initiative, and that moving forward with theOSP program requires complete and credible cost estimates.NASA has already initiated significant improvements tothe cost estimating process, and all current and future

Part 1 | Management Discussion and Analysis 51

Looking Forward The loss of Space Shuttles Challenger and Columbia and their crews are a stark reminder of the inherentFor more than 45 years, NASA has been the world’s preemi- risks of space flight and the severity of the challengesnent leader in space and aeronautics research. Every oppor- posed by space exploration. In preparation for futuretunity to explore and discover is embraced as a challenge human exploration, we must advance our ability toby NASA’s committed workforce, and every challenge live and work safely in space and, at the same time,embraced affords NASA the unique opportunity to transform develop the technologies to extend humanity’s reachthe world for all humankind. to the Moon, Mars, and beyond… .We cannot today identify all that we will gain from space exploration;As the Nation embarks on its second century of flight, we are confident, nonetheless, that the eventual returnNASA’s Mission is buoyed by the Administration’s new vision will be great.for the U.S. space exploration program. The fundamental President George W. Bushgoal of this new vision is to advance U.S. scientific, security, January 2004and economic interests through a robust space explorationprogram. This will require that NASA develop and implement Safety is NASA’s number one priority. Since the beginning ofan integrated, long-term robotic and human exploration the space program, NASA has lost 24 astronauts. Theseprogram structured with measurable milestones and men and women believed in their mission, understood theexecuted on the basis of available resources, accumulated risks, and accepted the dangers. They did not turn away. Inexperience, and technology readiness. NASA looks forward tribute to them, NASA will forge ahead while continuing toto implementing this vision. find ways to make space exploration as safe as humanly possible.The first step to the future begins with looking at, and learn-ing from, the past and the present. Some future events can To achieve NASA’s new vision, the Agency must develop andbe controlled in whole or in part; others will be independent test a new spacecraft: the Crew Exploration Vehicle. Thisof Agency actions. Some future events are already on the vehicle will be the first spacecraft of its kind since the Apollohorizon, and NASA is planning to meet them; others will be Command Module. It must be able to ferry astronauts anda complete surprise. To persevere, NASA needs a flexible scientists to and from the International Space Station afterorganization and hardy plans that consider a wide range of the current fleet of Shuttles is retired in 2010. But, the mainfuture possibilities. function of this spacecraft will be to carry astronauts beyond Earth’s orbit to other worlds.Adept planning and program management takes all of theseconsiderations into account. This entails identifying trends Along the way to the Moon, Mars, and beyond, NASA andand assessing their potential effects, preparing for likely the Agency’s partners undoubtedly will facilitate innumerableopportunities, and keeping the organization agile and per- technological breakthroughs and enable countless technolo-ceptive enough to meet the future in whatever form it takes. gy transfer opportunities that will benefit all humankind. NoNASA is doing all of this. But, planning and program man- one can predict when each will come or what its impact willagement also means assessing and preparing for risks, and be, but most assuredly, the Nation’s investments and thethis aspect of management has special meaning at NASA. Agency’s efforts will be repaid many times over.

NASA also is preparing to confront the organizational and

management challenges that lie ahead. The Administration’s new vision and direction for the U.S. space exploration program likely will require significant changes in NASA’s infrastructure and resources (e.g., budget and staffing levels, and facilities). Integrating budget and performance will be critical as will developing valid performance standards and measures. And, the initiatives of the President’s Management

52 NASA FY 2003 | Performance and Accountability Report

Agenda must be addressed with renewed intensity. NASAaccepts and is committed to effectively resolving thesemanagement challenges.

As NASA pushes the limits of human imagination and rede-

fines what is possible, as Americans rediscover the excite-ment of a robust space program, and as students areinspired to study math, science, and engineering, NASA’srenewed Vision will become a unifying mission for all people.America will invite other nations to join in this journey into thefuture, forging new partnerships and alliances that cross allboundaries.

Mankind is drawn to the heavens for the same reason

we were once drawn into unknown lands… .We choose to explore space because doing so improves our lives, and lifts our national spirit.

Part 1 | Management Discussion and Analysis 53

The President’s Management Agenda

2003 Progress and Achievements Each year, the Office of Management and Budget (OMB) rates each Federal agency according to the progress theIn FY 2003, NASA continued to make progress in implement- agency has made in achieving the PMA goals. “Green”ing the five initiatives of the President’s Management Agenda indicates success, “Yellow” indicates mixed results, and(PMA) (see Table 3). The PMA is a multi-year Federal “Red” indicates unsatisfactory results. Like most Federalgovernment-wide effort to improve management practices agencies, when measured against the PMA’s long-term goalin the following areas: of “Getting to Green” in all five initiatives, NASA’s current PMA status includes “Yellow” and “Red” ratings. However,■ Strategic Management of Human Capital; in FY 2003, NASA earned progress ratings of “Green” in all■ Improving Financial Performance; five areas reflecting the Agency’s overall progress in “Getting■ Expanded Electronic Government; to Green.” A summary of NASA’s FY 2003 efforts toward■ Competitive Sourcing; and PMA implementation follows.■ Budget & Performance Integration.

Table 3: NASA’s PMA implementation status.

54 NASA FY 2003 | Performance and Accountability Report

STRATEGIC MANAGEMENT OF ■ NASA initiated preliminary planning for two public-privateHUMAN CAPITAL competitions, including the NASA Shared Services Center (NSSC), which will consolidate into a single locationNASA’s most valuable asset in accomplishing its Mission a significant number of functional activities/services thatefficiently, effectively, and safely is the excellence of its currently are performed at multiple locations across theworkforce. This year, NASA continued to work toward country. The NSSC will result in business and specialtykeeping this asset robust through the following activities: services that are more consistent, higher quality, more timely, and more efficient.■ NASA introduced the use of surveys and enhanced data systems for measuring progress on human capital ■ NASA applied the Competitive Sourcing concept to the management initiatives Agency-wide. NASA also charged operation of the Jet Propulsion Laboratory (JPL) of the all senior leaders with integrating human capital manage- California Institute of Technology (Caltech). In 2003, NASA ment considerations in all decision-making activities. renegotiated the JPL contract with Caltech, and the new contract incorporates several competitive features,■ NASA deployed an Agency-wide Competency including the requirements that JPL compete for the Management System as part of a larger workforce majority of its work through NASA’s competitive Broad planning and analysis tool suite that will enable the Agency Agency Announcement (BAA) process. Caltech also must to identify current gaps in critical competencies, as well submit a competitive sourcing plan for JPL that will be as competencies determined to be “at risk” for the future. updated annually. The results will help NASA target recruitment and training efforts to meet these needs. EXPANDED ELECTRONIC GOVERNMENT

■ NASA established a strategic partnership among three key In FY 2003, NASA used electronic government to enhance NASA Offices (Human Resources, Education, and Equal electronic services to citizens, business partners, and Opportunity Programs) to integrate education and recruit- employees, and to improve the efficiency and effectiveness ment programs with current and future program initiatives. of the Agency’s information technology (IT) activities. This will also help NASA to maintain a pipeline of talent and improve diversity in the talent pool. ■ NASA re-engineered its Web portal to better communicate the Agency’s Vision, Mission, Goals, and accomplishments,■ NASA also established a corporate recruiting strategy and to provide visitors with easily accessible and relevant that addresses the integrated priorities of the Agency, information. Web portal redesign efforts focused on eliminating the Center-by-Center competition for the implementing an intuitive graphic design, improving content brightest candidates. management, creating an information classification system, and deploying a more sophisticated search engine.COMPETITIVE SOURCING Between February and July 2003 (following the Columbia accident), the portal received over 1.4 billion hits. In JuneSince its inception, NASA has partnered with the private and 2003, NASA’s Web portal received a Webby Award,academic sectors to achieve our Agency goals. In FY 2003, recognizing it as one of the world’s premier Web sites.NASA continued to use the competitive marketplace as atool for making the most of taxpayer dollars: ■ NASA continued to integrate our IT planning, implementa- tion, and management activities to ensure alignment of■ NASA applied competitive sourcing requirements to the strategic IT focus areas with the Agency’s Mission and environment of scientific research by institutionalizing Goals as well as with Federal guidelines. We produced an the requirement that NASA scientists submit proposals Information Resources Management Strategic Plan and and compete against their counterparts in industry and Enterprise Architecture document, providing both NASA’s academia. The proposals are evaluated with substantial IT vision and a detailed roadmap for moving from the input from the external scientific community, and the current state to our desired future state. We improved best-in-class winners enable NASA to maintain world- our process for the selection, control, and evaluation of class performance. NASA’s IT investments to maximize efficient spending,

Part 1 | Statement of Assurance 55

reduce potential redundancy, and best meet the needs We also strengthened internal controls over contractor-held of the Agency. property by: increasing reviews and validation of contractors’ data; conducting formal and informal training■ NASA strengthened the Agency’s IT security program and seminars for contractors; conducting financial through the implementation of new policies and procedures management requirements training for NASA property designed to improve our overall security posture. We accountants; and formalizing consistent processes for demonstrated progress in the rapid identification and determining amounts of assets in space. correction of known system vulnerabilities, and improved the timeliness of the Agency’s response to actions BUDGET AND PERFORMANCE required under the Federal Information Security Manage- INTEGRATION ment Act (FISMA). Our ultimate goal is to ensure that IT systems have been appropriately secured according to In FY 2003, NASA made advances in integrating the Federal IT security requirements. Agency’s budget with its performance plan:

■ NASA provided significant contributions to a number ■ We successfully integrated the Agency’s budget with its of Federal E-government initiatives, and we continue performance measures. We can now make clear what to participate actively in these interagency activities. performance goals we will achieve with requested budget We provided staff support for several Federal activities, resources and identify the full cost of our programs. Our including technical expertise for the E-Authentication budget request and performance plan is now a single, and Geospatial One Stop initiatives and shared Agency user-friendly document. experiences in support of the Recruitment One Stop and E-Travel initiatives. During this Fiscal Year, NASA ■ We released NASA’s 2003 Strategic Plan eight months also prepared for implementation of E-Payroll, which will early to provide guidance on our new budget structure replace the current NASA-specific payroll systems. and the budget and performance integration initiative. We issued the 2003 Strategic Plan with the FY 2004IMPROVING FINANCIAL PERFORMANCE President’s budget and the FY 2004 performance plan at the beginning of February 2003. NASA revised andIn FY 2003, NASA improved its financial performance: released the FY 2004 Performance Plan in September 2003 to make performance measures more quantifiable■ NASA eliminated 140 disparate financial systems and and verifiable. successfully implemented our CF module to become the first and only Federal agency to implement a commercially- ■ NASA implemented a new Theme-based budget structure provided Enterprise Resources Planning (ERP) system that allocates all of NASA’s activities—and the budget— across the entire organization. There are more than 7,000 among 18 program and budget Themes. Themes are users across NASA transacting with the new CF applica- portfolios of related program efforts managed collectively tion. By implementing the CF module, we standardized to meet performance commitments. Each Theme is our requirements, processes, and data and achieved responsible for meeting specific Agency strategic objec- major improvements in the timeliness, usefulness, reliability tives. The new Theme structure also simplifies the budget, of, and access to financial management data. The Internal making the link between budget and performance a reality. Revenue Service and other Federal agencies are bench- marking NASA’s IFM program for their ERP implementation ■ NASA released a true full cost budget for FY 2004. We are planning. making decisions and developing the FY 2005 budget in full cost.■ NASA re-engineered the audit process in tandem with the deployment of the IFM program to improve overall internal controls related to property, plant, equipment, and the financial audit process. In 2003, we improved reporting on contractor-held property by establishing a Contractor Working Group and requiring quarterly reporting of detailed data, including Work in Process and Materials.

56 NASA FY 2003 | Performance and Accountability Report

Reliability and Completeness of Financial and Performance Data

As defined by its Mission statement, NASA is an organization Finally, NASA provided all pertinent data, ensured its reliabilitydedicated to understanding and protecting our home planet, to the best of our abilities, and identified the few existingexploring the universe, searching for life beyond our planet, deficiencies. However, largely due to the financial systemand inspiring the next generation of explorers. conversion issues, our auditors issued a disclaimer of an audit opinion on the FY 2003 financial statements. WorkingMost of NASA’s activities undertaken to achieve this Mission with the Deputy Administrator, the Chief Financial Officer andinvolve cutting-edge scientific research taking place over the Program Executive Officer for Integrated Financialseveral years. The results are often unpredictable, and Management, we plan to take all of the necessary correctiveschedules are subject to constant change. These challenges actions to significantly improve our FY 2004 financial state-create the daunting task of developing an effective and ment audit results.appropriate way to measure and report NASA’s efforts andachievements to the American people. We accept thisresponsibility with the same vigor as we conduct our scientif- Sean O’Keefeic research. NASA Administrator

Part 2 | Detailed Performance Data 61

■ Sources to go to for more information on the APG or found in the original FY 2003 Performance Plan, which can related activities; and be accessed at http://ifmp.nasa.gov/codeb/budget2003/■ The NASA Enterprise and/or Theme responsible for the 27-Performance_Plan.pdf. In some cases, the successful APG (see Figure 39 for the list of Enterprises and Themes). achievement of an APG is determined by meeting a certain number of quantifiable sub-goals known as performancePerformance Performance indicators. Where possible, this report has identified theseRating Rating Parameters performance indicators with a numbered bullet (1), andBlue Significantly exceeded annual performance aligned the language contained within the indicator with the goal. language in the Accomplishments section of each APGGreen Achieved annual performance goal. summary.Yellow Failed to achieve annual performance goal, progress was significant, and achievement Performance ratings for fundamental management support is anticipated within the next fiscal year. activities, called Implementing Strategies, are also includedRed Failed to achieve annual performance goal, in this section. completion within the next fiscal year is not anticipated, and target may be infeasible or NASA’s performance on all APGs for the past four fiscal unachievable. years can be found in Appendix I of this report.White Annual performance goal postponed or cancelled by management directive. Actions Planned to AchieveTable 4: NASA’s Performance Ratings. Unmet GoalsSome APGs include performance indicators that provide Despite a year of many successes, the Columbia accidentspecific criteria to help NASA verify and validate performance adversely affected our ability to achieve some of our APGs.on certain APGs. Performance indicators for APGs can be The affected APGs note whether they were affected by

Structure & Innovative

Figure 39: NASA’s Enterprises and Themes as of September 30, 2003.

62 NASA FY 2003 | Performance and Accountability Report

Columbia as well as any corrective actions being undertakento achieve the goal in the future. With the help of theColumbia Accident Investigation Board’s recommendations,we will recover from this tragedy, make the necessarychanges to prevent future accidents, and return to flight.

Data Verification and

Validation

NASA is committed to ensuring that its performance data

is reliable and verifiable. Data credibility is crucial to effectivemanagement and accountability. Therefore, we evaluateour performance at all levels, from Agency-wide to individualprograms and projects. Each level is responsible formonitoring and reporting results. Whenever performance failsto meet plan, we identify strategies for reengineering andcontinual improvement. In cases where performance poses amajor concern, we conduct special evaluations and institutetargeted mitigation programs. We then carefully examine theresults to guide planning and budget decisions.

NASA also uses external reviews to evaluate our performance.

These reviews include extensive peer-review processes inwhich panels of outside scientific experts ensure that scienceresearch proposals are selected strictly on the merits of theresearch plan and expected results. We also rely on a broad,diverse system of advisory committees established under theFederal Advisory Committee Act, including the NASAAdvisory Council and the Aerospace Safety Advisory Paneland their subcommittees. Hundreds of science, engineering,and business experts on these committees provide externalinput on management, programs, strategic plans, andperformance. Advisory committees explicitly review andevaluate performance data, integrating quantitative outputmeasures and taking into account considerations of safety,quality, results, and risk. NASA also relies on periodicevaluations from specially convened panels of experts andfrom external organizations, such as the National Academyof Sciences and the General Accounting Office. Anindependent accounting firm, PricewaterhouseCoopers,audited the financial statements; their findings appear in“Part 3: Financials.”

In FY 2003, NASA achieved 32 of 35 annual performance

goals (APGs) under Goal 1. Significant strides in the otherthree APGs resulted in a “yellow” rating.

Green 91%

Objective 1.1 Understand how the Earth is changing, better predict change andunderstand the consequences for life on Earth.

APG 3Y1: Increase understanding of global precipitation, evaporation and how the cycling of water through the Earth system is changing. Rating: GreenAccomplishments NASA achieved this APG by using precipitation data sets to create long-term and/or global rainfall data sets, and inspecting these for possible trends and evidence of impacts of global change. Significant progress was made in assessing the impact of urban areas on their local precipitation patterns. Global data from polar and geostationary satellite observations allowed the creation of new and/or improved data sets on precipitation, atmospheric moisture, and evaporation.Source Information • Global precipitation data set at Goddard Space Flight Center (GSFC). • Study by Schlosser et. al., of GSFC, showing the errors in the global water cycle budgets by comparing two sources of both precipitation and evaporation. (The difference between models and observations helps estimate errors in assessment of the water cycle budget.)Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y2: Increase understanding of global ocean circulation and how it varies on interannual, decadal, and longer time scales. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA updated the record of trends in sea ice duration, concentration, and extent and made considerable progress in understanding changes in sea ice cover in the Arctic and Antarctic. For the first time, the perennial ice cover trends were rigorously examined and displayed dramatic changes. ■ NASA initiated production of sub-monthly analysis from a data-assimilating global ocean model, using NASA and other agency satellite and in situ observations to evaluate ocean circulation changes such as those associated with El Niño. This work was done via the Global Ocean Data Assimilation Experiment. Time series were generated from Estimating the Circulation and Climate of the Ocean simulations that can be used to trace the development of El Niño in the Pacific.Source Information • “The origin, pathway, and destination of El Niño water estimated by a simulated passive tracer and its adjoint,” Journal of Physical Oceanography (submitted). Fukumori, I., T. Lee, B. Cheng, and D. Menemenlis, 2002.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y4: Increase understanding of stratospheric ozone changes, as the abundance of ozone-destroying chemicals decreases and new substitutes increases by meeting 2 of 2 performance indicators. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. 1 NASA made progress in providing a trends quality data set for total ozone despite the launch failure of the QuikTOMS satellite instrument in 2001, which impacted our ability to achieve this goal. 2 NASA made progress in characterizing the inter-annual variability and possible long- term evolution of stratospheric aerosols and of the vertical profiles of methane, water vapor, and temperature to assist in the interpretation of observed ozone changes and chemistry-climate interactions. Instruments on the Aura satellite will continue the ozone profile trends record above 20 kilometers and provide a greatly improved capability to establish a trends record at lower altitudes. However, these new measurements will not be sufficiently mature to address ozone recovery for several years, and it will take many years to develop an ozone profile record below 20 kilometers adequate for trends purposes.Corrective Actions 1 A merged data record from the Total Ozone Mapping Spectrometer (TOMS) series of instruments and Solar Backscatter Ultraviolet (SBUV/2) instruments is being updated using data from the most recent SBUV/2 instruments. 2 Following the launch of the Aura satellite in early 2004, the Ozone Monitoring Instrument (OMI) instrument is expected to be the primary data source for continuing the column ozone record.Source Information • Total Ozone satellite data: TOMS, SBUV, Dobson and Brewers. • A merged record containing 23 years of data (1979-2001) is available at http://code916.gsfc.nasa.gov/Data_services/merged/. • Upper Stratospheric Profile satellite data: SAGE, HALOE, SBUV, UMKEHR, and NDSC LIDARS. Available at http://www.ndsc.ws. • Lower Stratosphere satellite data: ozonesondes, NDSC LIDARS, and SAGE.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y5: Increase understanding of change occurring in the mass of the Earth’s ice cover by meeting at least 3 of 4 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting all four performance indicators. 1 NASA converted remotely sensed observations of Greenland ice sheet surface melting to estimates of ice mass loss to quantify how much ice is lost to melting and its variability from year to year. NASA also achieved quantitative melt estimates through numerical

Part 2 | Detailed Performance Data 65

climate models developed with a combination of in situ and remote sensing data. They show an increasing trend in amount of melt on the ice sheets, in recent years, which is consistent with the passive microwave satellite observations. 2 The RADARSAT Antarctic Mapping Mission produced fine-beam (15-meter) data for certain outlet glaciers, providing unprecedented detail in the glacioliological features in these critical regions. “Mini-mosaics” were developed for the area around the Thwaites and Pine Island glaciers, which is the primary location of instability in West Antarctica (most likely to result in rapid sea level rise from ice sheet discharge). 3 NASA made substantial progress in understanding mass changes of the Greenland and Antarctic ice sheets by: a. Compiling 20 years of accumulation and melt rates from satellite and field measurements in Greenland; b. Launching the Ice Cloud and Land Elevation Satellite (ICESat) (initial data show unprecedented ability to retrieve high-accuracy elevation and elevation-change information on ice sheet and, potentially, sea ice); and c. Improving NASA’s ability to separate gravity and elevation change signals when determining the growth and shrinkage of Earth’s ice sheets. 4 NASA performed an initial assessment of the extent to which sea ice thickness can be determined using ICESat. Data of unprecedented accuracy and density was obtained over the ice sheets, providing the initial baseline measurements of elevation. Initial analysis of the data over sea ice indicate that ice surface elevations can likely be retrieved over sea ice and thickness estimates should be possible.Source Information • “Spatial and temporal variability in Greenland ice sheet surface mass balance parameters in the Polar MM5 mesoscale atmospheric model,” Box J. E., D. H. Bromwich, L-S. Bai, in preparation for submission to Journal of Geophysical Research. • The mini-mosaics are discussed in the principal investigator’s most recent progress report (submitted in May 2003). • Reports from the ICESat science team, and data archived on the ICESat Science Investigator-led Processing System (I-SIPS).Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y6: Increase understanding of the motions of the Earth, the Earth’s interior, and what information can be inferred about the Earth’s internal processes. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA shared observational technology with other Federal, state, local and educational organizations to understand deep Earth forces and the impact on the deformation of Earth’s surface. The program focused on upgrading these observational systems in FY 2003 and producing new global gravity and geomagnetic reference fields that are the most accurate global measurements available (the Gravity Recovery and Climate Experiment [GRACE] Gravity Model 01 and the Comprehensive Model-4 [CM4] geomagnetic field model). ■ NASA completed fabrication of the SLR2000 prototype tool (a completely automated ranging station); testing and co-location are underway. It will replace the current NASA legacy network to provide a uniform global observing network, and significantly improve the International Terrestrial Network. ■ The real-time Global Differential Global Positioning System (GDGPS) network reached a significant milestone for a research system by exceeding planned outcome for its use as a test program to develop an effective GPS (Global Positioning System) monitoring system for the health of the U.S. GPS.

66 NASA FY 2003 | Performance and Accountability Report

■ NASA continued participation in the EarthScope Program, a collaboration of the National Science Foundation (NSF), United States Geological Survey (USGS), and NASA, to develop the USArray, San Andreas Fault Observatory at Depth (SAFOD), and Plate Boundary Observatory (PBO) components. ■ NASA collaborated with international colleagues and agencies to improve the capability and accuracy of the global geodetic observing strategy by developing the International Global Geodetic Observing System. The objective of this program is a 1-millimeter-accuracy global terrestrial reference frame to better understand and measure the effect of deformation and sea level change imposed by both tectonic and climatic global forces.Source Information • Progress reports on GRACE are available at http://www.csr.utexas.edu/grace/1. • “NASA’s Photon-Counting SLR2000 Satellite Laser Ranging System: Progress and Applications.” 2003 AMOS Technical Conference - Air Force Research Laboratory. Degnan, J.J., J. McGarry, T. Zagwodski, H. Donovan,D. Patterson, C. Steggerda, A. Mallama, J.Cheek, 2003. Also available at http://www.maui.afmc.af.mil/AMOS2003/ history.html. • Reports on the progress in Southern California Integrated GPS Network (SCIGN) are available at http://www.SCIGN.org/. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y7: Increase understanding of trends in atmospheric constituents and solar radiation and the role they play in driving global climate by meeting at least 4 of 5 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting four of five performance indicators. 1 NASA continued and extended the current 25-year record of concentration measurements through continuous ground-based sampling of tropospheric air and demonstrated the diminishing abundances of most halocarbons regulated under the international Montreal Protocol and the increase of replacement chemicals. Comparisons between NASA and National Oceanic and Atmospheric Administration (NOAA) networks reduced uncertainties in the trend results and improved our ability to quantify and monitor the atmosphere’s capacity to cleanse itself of pollutants. 2 NASA combined measurement of carbon monoxide and methane in a new model improving future investigations of inter-annual variations in global emissions. 3 NASA used comprehensive, multi-instrument, integrated data for studying the sources/sinks and distribution of tropospheric aerosols over land based on data from TOMS, Moderate Resolution Imaging Spectroradiometer (MODIS), and Multi-angle Imaging Spectroradiometer (MISR) instruments to support evaluation of the impact on climate forcing of natural and anthropogenic aerosols in the atmosphere. 4 The Active Cavity Radiometer Irradiance Monitor Satellite (ACRIMSAT) completed another year of operation providing accurate measurements of Total Solar Irradiance (TSI). The launch of the Solar Irradiation and Climate Experiment (SORCE) began a new generation of more accurate TSI and Spectral Irradiance Measurements (SIM).Source Information • “Scientific Assessment of Ozone Depletion: 2002,” World Meteorological Organization, Global Ozone Research & Monitoring Project—Report No. 47. Advanced Global Atmospheric Gases Experiment (AGAGE) Network and NASA-funded University of California Irvine (UCI) flask-sampling network, 2003.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

Part 2 | Detailed Performance Data 67

APG 3Y8: Increase understanding about the changes in global land cover and land use and their causes. Rating: GreenAccomplishments NASA achieved this APG by compiling and submitting for publication case studies addressing the causes of land cover and land use change. The book, Land Change Science: Observing, Monitoring, and Understanding Trajectories of Change on the Earth’s Surface, synthesizes and describes lessons learned from case studies worldwide, including initiatives in the Amazon, Central and Southern Africa, Southeast Asia, and Russia organized within the Global Observation of Forest and Land Cover program. State- of-the-art integrated land-change science and its relevance to the human sciences are at the core of this book.Source Information • Land Change Science: Observing, Monitoring, and Understanding Trajectories of Change on the Earth’s Surface. Kluwer Publishers.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y9: Increase understanding of the Earth’s surface and how it is transformed and how such information can be used to predict future changes. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA developed new capability for monitoring volcanic deformation and predicting volcanic eruptions and lahar (ash from volcano) flows. Principal among these are the generation of new topographic data sets via the Shuttle Radar Topography Mission and the release this year of 30-meter digital terrain models for the Aleutian and Cascadian volcanic chains, as well as 90-meter models of the South American volcanic chains. In many cases, this provides the first accurate topographic data for the calculation of lahar flows and the recovery of volcanic inflation information from sparse interferometric Synthetic Aperture Radar (SAR) data. ■ NASA continued development of an airborne repeat pass Interferometric SAR (InSAR) for high-spatial and temporal measurement of volcanic inflation, an important predictive tool during the final phases of eruption. The repeat pass airborne capability, as well as satellite repeat pass InSAR, is the highest priority with final delivery in 2006. These new topographic data also are valuable for monitoring the world’s active volcanoes. ■ NASA conducted basic research to improve volcanic eruption forecasting through announcements of opportunity and participation in the EarthScope program. ■ NASA continued work with the Russian Academy of Sciences, the Japanese Space Agency, and the USGS to develop the Asia Pacific Arc Natural Laboratory to focus research and resources upon the Aleutian, Kamchatkan, and Kurile Volcanic arcs — a region of highly explosive volcanoes that underlies major air traffic routes and the source of devastating volcanic plumes and tsunamis. ■ NASA supported the development and publication of a successful predictive model for California earthquakes based on data mining and fault interactions. The model, generated by Dr. John Rundle and colleagues at the University of California at Davis, identifies well- defined hot spots that are likely to experience moderate to large earthquakes within the decade. Thus far, all California earthquakes of magnitude five or larger have occurred within the specified zones; the probability of this happening by pure chance is one in 100,000. ■ NASA used space geodetic and remote sensing technologies to reveal precursor and silent stress transfers along faults that had not been previously observed. The research community is optimistic that these new technologies will provide breakthroughs in earthquake prediction.Source Information • A summary of Shuttle Radar Topography Mission (SRTM) data is available at http://www.jpl.nasa.gov/srtm/. • Information on the EarthScope program is available at http://www.EarthScope.org.

APG 3Y10: Increase understanding of the effects of clouds and surface hydrologic processes on climate change. Rating: GreenAccomplishments NASA achieved this APG by presenting the first results of the Cirrus Regional Study of Tropical Anvils and Cirrus Layers – Florida Area Cirrus Experiment (CRYSTAL-FACE) investigation. The mission provided new data for understanding clouds and aerosols from satellite and in situ observations. Results showed new ways to determine cloud formation processes and new methods to evaluate clouds from satellite platforms through comparison with Terra, Aqua, and Tropical Rainfall Measuring Mission (TRMM) satellite instruments.Source Information • The CRYSTAL-FACE dataset is available at http://cloud1.arc.nasa.gov/crystalface/.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y11: Increase understanding of how ecosystems respond to and affect global environmental change and affect the global carbon cycle. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA used satellite data and data from field campaigns to examine the response of ecosystems to various environmental and climatic forcings, and enable global carbon cycling studies. ■ Satellite and in situ chlorophyll records show that global ocean primary production has declined more than six percent since the early 1980s, with almost 70 percent of this decline occurring in the high latitudes. The North Atlantic and North Pacific experienced major increases in sea surface temperature of 0.7 and 0.4 ºC respectively over the time period of the study. ■ NASA began validation activities for Earth Observing System (EOS) Aqua MODIS data and will soon make the data available for research pursuits. NASA researchers can use the data to identify areas of elevated phytoplankton biomass and productivity, as well as certain functional groups (e.g., dinoflagellates, diatoms, coccolthophorids).Source Information • NASA Interdisciplinary Science solicitation (NRA-03-OES-03) results are available at http://research.hq.nasa.gov/code_y/code_y.cfm. • EOS Aqua MODIS validation activities are available at: http://www.mcst.ssai.biz/mcstweb/L1B/product.html. • “Ocean Primary Production and Climate: Global Decadal Changes.” Geophysical Research Letters 30(15):1809, Gregg, Watson W, Margarita E. Conkright, Paul Ginoux, John E. O’Reilly, and Nancy W. Casey, 2003.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y12: Increase understanding of how climate variations induce changes in the global ocean circulation by meeting at least 2 of 3 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting two of three performance indicators. 1 NASA used diagnostic analysis of seasonal and interannual variability in ocean winds to evaluate improvements in climate and marine weather forecasting. High-resolution scatterometer measurements from the Quick Scatterometer (QuikSCAT) and SeaWinds

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instruments on the Advanced Earth Observing Satellite (ADEOS-2) were used to map accurate high-resolution representations of typhoons, hurricanes and unique wind events such as the Santa Ana Winds in California. QuikSCAT winds are now being incorporated into weather forecast systems and hurricane warning systems. Additional applications to mapping sea ice, ice motion, rain and rain corrections are also being explored. 2 NASA used sea surface topography and in-situ upper-ocean temperature measurement models to elucidate the mechanisms of temperature oscillations and their impact on seasonal and decadal climate variations. NASA also exploited the continuing record of satellite altimetry to map changes in the circulation of all of the world’s oceans. These altimetric observations have been used to characterize El Niño events, demonstrate Rossby wave propagation, and show seasonal changes in major current systems. The data is being assimilated into a variety of models that are being used to perform increasingly high-resolution (1/10 degree) simulations of ocean circulation both in the open ocean and in the coastal regions.Source Information • “High Resolution Measurements with a Spaceborne Pencil-Beam Scatterometer Using Combined Range/Doppler Discrimination Techniques,” IEEE Transactions on Geoscience and Remote Sensing. M.W. Spencer, W-Y Tsai, and D.G. Long, 2002. • “Evaluation of a Compound Probability Model with Tower-Mounted Scatterometer Data,” IEEE Transactions on Geoscience and Remote Sensing, Vol. 40, No.1. B.E. Barrowes and D.G. Long, 2002. • Ocean Surface Vector Winds Science Team at http://winds.jpl.nasa.gov. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y13: Increase understanding of stratospheric trace constituents and how they respond to change in climate and atmospheric composition. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA utilized combined data sets from ground-based, sub-orbital, and space-based measurements to assess the possible impact of the increased abundances of greenhouse gases on the future evolution of Northern Hemisphere high-latitude ozone concentrations. Also, NASA jointly conducted the second Stratospheric Aerosol and Gas Experiment (SAGE III) and Stratospheric Ozone Loss and Validation Experiment (SOLVE II) with the European Communities-sponsored Validation of International Satellites and Study of Ozone Loss (VINTERSOL) campaign and the European Polar Stratospheric Cloud and Lee Wave Experiment (EUPLEX). These joint international activities were designed to acquire correlative data needed to validate satellite measurements of the polar stratosphere and to investigate polar ozone loss, polar stratospheric clouds, processes that lead to ozone loss, and the dynamics of the polar stratosphere. ■ NASA quantified the relationship between wintertime tropospheric wave energy and late winter temperatures in the Arctic lower stratosphere to analyze the effects of changing tropospheric weather patterns on Arctic ozone chemistry. The 2002 Antarctic ozone hole provided a spectacular example of how late wintertime tropospheric wave energy can impact polar ozone levels. The Southern Hemisphere stratospheric winter of 2002 was the most unusual winter yet observed in the Southern Hemisphere climate record. A series of strong tropospheric wave events occurred over the course of the winter that moved upward from the troposphere into the stratosphere. The waves warmed temperatures near the edge of the Antarctic polar vortex, causing higher-than-normal temperatures over the entire course of the winter, and they also weakened the polar night jet, and displaced it

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more poleward than has been observed in previous winters. The wave events tended to occur irregularly over the course of the winter, and reconditioned the polar night jet for the extremely large wave event of September 22, 2002. This large wave event resulted in the first-ever observed major stratospheric warming in the Southern Hemisphere, which split the Antarctic ozone hole. The combined effect of the wave events of the 2002 winter resulted in the smallest ozone hole observed since 1988.Source Information • TOMS data is available at http://toms.gsfc.nasa.gov/. • Global Modeling and Assimilation Office data is available at http://gmao.gsfc.nasa.gov/. • Halogen Occultation Experiment data is available at http://haloedata.larc.nasa.gov/home.html. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y14: Increase understanding of global sea level and how it is affected by climate change. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA calculated and compared discharge fluxes of nearly 20 outlet glaciers using satellite methods and calculated an overall balance for most drainage basins in Antarctica to provide an assessment of how major outlet glaciers contribute to sea level rise. NASA discovered that melting beneath floating ice shelves contributes substantially to loss of ice in Antarctica. This was the most comprehensive assessment of the ice sheet’s mass balance, to date. The results showed much of West Antarctica losing mass; results in East Antarctica, as a whole, remain unknown. ■ NASA initiated development of improved models of outlet glacier flow characteristics to improve prediction capabilities of sea level rise from ice sheet dynamics. NASA selected a proposal to develop a comprehensive model for flow in Greenland’s most active outlet glacier (also the fastest glacier in the world), and made progress in modeling ice stream behavior in Greenland using airborne radar data that “sees” into the ice. The technique identified melting at the bottom of the ice stream—possibly caused by heat from Earth’s interior—as a cause for enhanced sliding.Source Information • Antarctic outlet glacier information published in Science by Rignot and Thomas in August 2002. • Antarctic outlet glacier data is available at http://www.cecs.cl/eng/research/glaciology/expedition/antartica.html. • The proposal to model outlet glaciers using NASA data, having only recently been selected, is available only through the principal investigator and the NASA program manager.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y15: Increase understanding of the effects of regional pollution on the global atmosphere, and the effects of global chemical and climate changes on regional air quality by meeting at least 4 of 5 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting five of five performance indicators: 1 NASA continued to extend the four-year data record of tropical ozone soundings to establish a climatology for improving retrievals of tropospheric ozone concentrations from space-based measurements. The Southern Hemisphere Additional Ozonesonde (SHADOZ) program continued its fifth year of success of balloon-borne launches and data archiving. SHADOZ will provide a profile climatology of tropical ozone while assisting in the validation and improvement of ozone profile data from satellite remote sensing measurements. The

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latest data were used to: determine the structure of the zonal wave-one pattern in equatorial ozone initially identified from satellite; benchmark sondes for total ozone accuracy and precision and compare the total ozone measurements with those from Dobson and Brewer instruments; and determine current concentrations and possible ozone trends in this atmospheric region. 2 NASA characterized the atmospheric plume from East Asia and assessed its contribution to regional and global atmospheric chemical composition by archiving of the Transport of Chemical Evolution over the Pacific (TRACE-P) airborne mission and associated data sets to improve the assessment of intercontinental transport of pollution. NASA analyzed and used the TRACE-P aircraft data to improve the quantitative understanding of Asian chemical outflow over the Pacific and its relationship to sources. 3 NASA updated the estimate of the tropospheric distributions and possible trends of hydroxyl (OH) radicals and examined the consistency between different model types (i.e., inverse and assimilation) in determining global OH fields using multiple data sets. This will allow assessment of the atmosphere’s capacity for self-cleansing. Used the latest Advanced Global Atmospheric Gases Experiment (AGAGE) data for methyl chloroform to update earlier estimates of OH behavior and possible trends in the troposphere. The results suggest a cyclical variation in the global average OH concentration that is dominated by its behavior in the northern hemisphere. 4 A coupled aerosol-chemistry-climate general circulation model now has a full characterization of atmospheric aerosols including carbonaceous species, soil dust, and sea salt. Implemented a microphysical scheme to follow the evolution of aerosol size distributions to examine the indirect radiative forcing effects of aerosols. NASA conducted 2,100 climate simulations to examine the consequences of climate change for chemical transport including convection, stratosphere-troposphere exchange, and interhemispheric exchange. 5 NASA improved estimates of the stratospheric contribution to tropospheric ozone through chemical transport models.Source Information • “Scientific Assessment of Ozone Depletion: 2002,” World Meteorological Organization, Global Ozone Research & Monitoring Project - Report No. 47. AGAGE Network and NASA-funded University of California Irvine (UCI) flask-sampling network, 2003. • The TRACE-P data set is available at http://www-gte.larc.nasa.gov/. • http://www-as.harvard.edu/chemistry/trop/ids. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y16: Increase understanding of variations in local weather, precipitation, and water resources and how they relate to global climate variation. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA continued to establish a basis for determining what changes will be induced by climate trends in the frequency, strength, and path of weather systems that produce clouds and rain and replenish fresh water supplies. ■ NASA created and improved a data assimilation algorithm that assimilates satellite observations (TRMM, Aqua, Terra) into weather and climate models. ■ NASA continued GRACE data production that will allow investigation into large-scale rates of recharge/depletion of underground water stores. ■ NASA documented impacts of the urban environment on precipitation formation and patterns.

APG 3Y17: Increase understanding of the consequence of land cover and land use change for the sustainability of ecosystems and economic productivity. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA submitted for publication the book, Land Change Science: Observing, Monitoring, and Understanding Trajectories of Change on the Earth’s Surface. This volume synthesizes and describes lessons learned from case studies worldwide, including initiatives in the Amazon, Central and Southern Africa, Southeast Asia, and Russia organized within the Global Observation of Forest and Land Cover program. State-of-the-art, integrated land- change science and its relevance to the human sciences are at the core of this book. ■ NASA held the first conference in a bi-annual series jointly sponsored by NASA’s Land Cover Land Use Change program and the International Geosphere Biosphere Programme/International Human Dimensions Program Land Use Cover Change programs on the effects of land use in coastal zones. The meeting developed stronger links between land and ocean remote sensing scientists, ecologists, and social science experts in the transition zone between land and sea.Source Information • Information on the effects of land use in coastal zones is available at: http://www.geo.ucl.ac.be/LUCC/lucc.html • Land Change Science: Observing, Monitoring, and Understanding Trajectories of Change on the Earth’s Surface. Kluwer Academic Publishers, in press.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y18: Increase understanding of the consequences of climate and sea level changes and increased human activities on coastal regions. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA continued research to refine ocean color remote sensing capabilities in the coastal zone, and continued to work on new instrumentation, research, and protocols for in situ and remote sampling of this optically complex environment. ■ NASA continued to focus research on coral reefs and the impacts of climate change. ■ NASA competed research opportunity this year in interdisciplinary science that furthers NASA’s research investments in understanding coastal ocean processes using remotely sensed data. Refinement of atmospheric corrections in ocean color signals is improving and will continue with the EOS research announcement.Source Information • “Global Decadal Changes,” W. Gregg, et al., Geophysical Research Letters, Vol. 30, 2003. • U.S. Coral Reef Task Force’s findings and publications on the impacts of climate change on global coral reefs are available at: http://coralreef.gov/. • Principal investigator’s research and findings for refinement of EOS atmospheric algorithms and ocean color algorithms for optically complex waters, and for the interdisciplinary science, resulting from NASA ESE research announcement. • NASA/Italian SeaPRISM Project data. SeaPRISM is a NASA/GSFC and Joint Research Center in Italy collaboration, and is a moored optical instrument exploring improving NASA’s satellite-based measurement of ocean color in coastal waters.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

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APG 3Y19: Increase understanding of the extent that weather forecast duration and reliability can be improved by new space-based observations, data assimilation, and modeling. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA developed and tested software, installed computers, and delivered raw data to NOAA in real time. Also, a fast radiative transfer model was developed and installed in the operational National Center for Environment Prediction (NCEP) global analysis. ■ NASA improved increased light rain rates and reduced excessive rain rates through previous three-dimensional variational assimilation of TRMM, TMI and Special Sensor Microwave Imager rain rates. An Atmospheric Infrared Sounders (AIRS) “targeted- observation” study is underway to determine if significant East Coast forecast “busts” were preventable by the selective use of AIRS data taken over the Pacific Ocean. ■ The September 2003 presentation to the National Research Council’s Committee on Environmental Satellite Data Utilization by the Director of the NCEP stressed that operation usage of satellite data has increased from about five million observations a day to around 25 million during FY 2003. Many different sensors are employed and improvements due to each new one are incremental in nature. Progressive increases in the uses of satellite data since the 1970s have now made the Southern Hemisphere atmospheric pressure map accuracies on forecast day five equal to those in the Northern Hemisphere, an accomplishment primarily due to satellite data and also primarily due to the use of passive microwave data.Source Information • "The Role of Satellite Data in Environmental Modeling: Where America’s Climate and Weather Services Begin,” Dr. Louis Uccellini, Director, National Centers for Environmental Protection (NCEP), presentation given on September 11, 2003.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y20: Increase understanding of the extent that transient climate variations can be understood and predicted. Rating: GreenAccomplishments NASA achieved this APG by releasing a new version of the fully-coupled atmosphere- ocean-land modeling system designed for the purpose of seasonal-to-interannual climate prediction. The modeling system is producing and contributing model forecasts to national and international organizations responsible for planning and warning. Team members published their findings in peer-reviewed journals using NASA Seasonal-to-Interannual Prediction Project (NSIPP) model data. The core NSIPP continued model development and released model results on a monthly basis.Source Information • “Stratospheric memory and extended-range weather forecasts,” Science. Baldwin, M., D. Stephenson, D. Thompson, T. Dunkerton, A. Charlton, A. O’Neill, 2003. • “Bred Vectors of the Zebiak-Cane Model and Their Application to ENSO Predictions,” Journal of Climate, Vol. 16. Cai, Ming, E. Kalnay and Z. Toth, 2003. • NSIPP model results are available at http://nsipp.gsfc.nasa.gov/main.html. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y21: Increase understanding of the extent that long-term climate trends can be assessed or predicted. Rating: GreenAccomplishments NASA achieved this APG by documenting quantitative analyses of climate forcings and climate change trends in many peer-reviewed journals. In particular, a new estimation of the global ocean heat content, which is a measure of energy “imbalance” in the climate

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system, is an important contribution to the increased understanding of long-term climate trends. The Goddard Institute for Space Studies (GISS) is continuing a systematic approach to identify the individual contribution of various climate forcings and feedbacks. GISS is also working to determine the precise state of the climate system. For example, GISS estimates that Earth was out of radiation balance by about 0.18 W/m2 in 1951 and is now out of balance by about 0.75 W/m2. This energy imbalance, or residual climate forcing, is a consequence of deep ocean mixing of heat anomalies. The history of climate forcings is a crucial measure of the state of the climate system and the GISS climate model has been used in the projection of long-term climate trends.Source Information • A complete list of publications is available at http://www.giss.nasa.gov/gpol/.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y22: Increase understanding of the extent that future atmospheric chemical impacts on ozone and climate can be predicted by meeting at least 2 of 3 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting three of three performance indicators. 1 NASA used the latest AGAGE data on tropospheric abundances of industrial halocarbons together with industry production figures to evaluate the accuracy of use/release models and to examine pollution events as indicators of unreported production. 2 NASA-funded laboratory experiments yielded information on the degradation rates and mechanisms of numerous ozone- and climate-related trace gases. This data was essential input for a comprehensive re-evaluation of OH + halocarbon reactions conducted by the NASA Panel for Data Evaluation. This latest data evaluation also provided input data for model calculations of trace gas emission scenarios conducted for recent ozone and climate assessments. The tropospheric analysis laid down systematic criteria for tropospheric model evaluation in future assessments. 3 The Global Modeling Initiative (GMI) integrated and tested both a stratospheric and tropospheric version of a chemical transport model utilizing different input meteorology and algorithms. Comparison of simulations with stratospheric and tropospheric data yielded criteria for model evaluation and will contribute to improved assessment of future anthropogenic impact on stratospheric and tropospheric ozone and aerosols.Source Information • NASA AGAGE Network data is archived at the Carbon Dioxide Information and Analysis Center at the U.S. Department of Energy, Oak Ridge National Laboratory. • NASA Data Panel evaluations are available at http://jpldataeval.jpl.nasa.gov/. • GMI data is available through the GMI project scientist and program manager.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y23: Increase understanding of the extent that future concentrations of carbon dioxide and methane and their impacts on climate can be predicted. Rating: GreenAccomplishments NASA achieved this APG by competing a solicitation for new studies to develop carbon cycle models for predictive uses in its interdisciplinary science. NASA has been investing in the development of advanced carbon cycling and biogeochemical cycling models for over a decade but predictive modeling for projecting future atmospheric concentrations of greenhouse gases has only recently been emphasized as a future goal. Therefore, it is too early to expect published products and documented outcomes.

APG 3Y26: Successfully develop and infuse technologies that will enable future science measurements, and/or improve performance as well as reduce the cost of existing measurements. Increase the readiness of technologies under development, retiring risks, and advancing them to a maturity level where they can be infused into new missions with shorter development cycles. Success will equate to meeting 3 of 4 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting all four performance indicators. 1 The New Millennium Program (NMP) Earth Observing (EO-1) mission continued its testbed phase. A significant performance advancement for NMP technologies was the agreement to validate the Space Technology 6 (ST6) Autonomous Sciencecraft Experiment (ASE) on EO-1. The technology development program element is measured based on metrics designed to ensure the selection, development and adoption of technologies, which will enable mission success and serve national priorities. 2 The NMP program successfully advanced 43 percent of the above-referenced technologies at least one Technology Readiness Level (TRL). 3 NASA infused technologies into aircraft science campaigns, space flight missions, and ground system information processing. 4 NASA also enabled new measurements or significantly enhanced the performance of existing measurements.Source Information • Earth Science Technology Office databases, which are updated periodically with TRL status, and bimonthly and/or annual reports. For more information on this data, please contact the Office of Earth Science at NASA Headquarters.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y27: Develop hardware/software tools to demonstrate high-end computational modeling to further our understanding and ability to predict the dynamic interaction of physical, chemical, and biological processes affecting the earth. Success will equate to meeting 2 of 3 indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting all three performance indicators. 1 NASA developed a software library, the Earth System Modeling Framework (ESMF), to support a wide variety of Earth system models in FY 2004. By focusing on critical functionality, the ESMF infrastructure is expected to enable numerous climate models to exploit the architectural limits of existing and planned computer systems including scaling out to and beyond 512 processors. 2 NASA demonstrated quasi-operational usage of the high performance Finite Volume Data Assimilation System (fvDAS) at rates much greater than 30 days per day of data assimilation throughput on a large SGI O3K system. 3 NASA successfully demonstrated an increase in sustained high-end computing performance over the present level of 100 gigaflops. The solid Earth model DYNAMO demonstrated sustained high-end computing performance exceeding 100 gigaflops, which consistently simulates the time evolution of Earth’s magnetic field and can achieve 200 gigaflops on 512 processors of the Alpha cluster. Time to solution, not gigaflops, is now the preferred computer usage metric of the Earth science user community.

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Source Information • The ESMF is a community effort and the prototype is available at http://www.esmf.ucar.edu/. • Performance data was drawn from project status and annual reporting, acquired from persons directly involved with the above-referenced projects. For more information on this data, please contact the Office of Earth Science at NASA Headquarters.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y28: Develop baseline suite of multidisciplinary models and computational tools leading to scalable global climate simulations. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. ■ NASA partially demonstrated Earth science modeling codes interoperating on a functioning Modeling Framework early prototype via ESMF. The ESMF is a national-scale collaboration to build a software infrastructure that allows weather and climate model components from different researchers to operate together on parallel supercomputers. The partners are NASA, NOAA, NSF, and Department of Energy. This is funded via three awards and coordinated by shared milestones. ■ NASA partially demonstrated a doubling of performance over FY 2002 in the following suites of multidisciplinary models or computational tool sets that support the Earth Science Research Strategy: a. The Land Information Systems (LIS) team achieved substantial performance gains, although the impact of our in-house cluster relative to other systems is not yet fully quantified. The Global Land Data Assimilation System code was optimized and performance tested at both 1/4-degree and 5-kilometer resolutions, as part of the European Science and Technology Observatory (ESTO)/Computational Technologies (CT) Round-3 Land Information System investigation. The LIS/Global Land Data Assimilation Systems codes support initialization of NASA/GMAO’s Seasonal to Interannual Prediction models and NOAA/NCEP’s global and regional weather forecasting efforts. b. The ESMF-funded Massachusetts Institute of Technology cluster achieved at least a doubling of performance for ocean carbon experiments compared to the past mode of execution. c. NASA recently upgraded DYNAMO code with CT-sponsored computational technologies. DYNAMO models the Earth’s core and derives the time evolution of the Earth’s magnetic field via direct numerical simulation of magneto-hydrodynamics using pseudo-spectral methods. This year, we more than doubled the performance the code achieved one-year ago.Corrective Actions Although the first performance indicator is about six months late, the ESMF project has been considered highly successful to date. Due to the large number of institutions involved in the project, the ESE management is taking extra steps to ensure the conformance of the project to every milestone in the documented agreement.Source Information • ESMF project history, milestones, documents, and source code are available at http://www.esmf.ucar.edu and http://webserv.gsfc.nasa.gov/ESS/. • The ESMF project submitted a peer-reviewed paper to IEEE Computer in Science and Engineering magazine to be published later in 2003.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

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APG 3Y30: Successfully develop one (1) spacecraft and have ready for launch. Operate instruments on orbiting spacecraft to enable Earth Science research and applications goals and objectives. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA successfully developed and launched two Earth observing satellites (the ICESat and SORCE missions). The instruments on these satellites will add to the 16 existing operating missions in orbit and continue to provide users with volumes of information and data. ■ NASA kept 93 percent of the total on-orbit instrument complement functional throughout the fiscal year.Source Information • The ESE Program Planning and Development Division mission status list is available at http://gaia.hq.nasa.gov/ese_missions/default.cfm?transaction=Enter_ESE_Missions. • The Icesat mission website is available at http://icesat.gsfc.nasa.gov/intro.html. • The SORCE mission website is available at http://lasp.colorado.edu/sorce/. • A list of all operating satellites is available at http://gaia.hq.nasa.gov/ese_missions/lau_select.cfm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y31: Successfully disseminate Earth Science data to enable our science research and applications goals and objectives. Success will equate to meeting 4 of 5 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting four of five performance indicators. 1 NASA made ESE acquired data and information on Earth’s atmosphere, land and/or oceans available to users within three to five days of their request. The average delivery time for all ESE products for FY 2003 was within a day, and is projected to remain at that nominal average. However, corruption on one ESE system caused less than one percent of data to experience a delayed delivery time of up to 16 days during August 2003. 2 NASA increased the total volume of data acquired by and available from NASA for its research programs. The FY 2003 performance target was 1.18–1.27 Petabytes. By the end of July 2003, the volume of data added to the archives was at 1.52 Petabytes, exceeding the target. 3 NASA produced and distributed scientifically valid data sets from the Aqua mission in a provisionally validated state. (Provisional products are considered partially validated while improvements to the quality are continuing. Provisional products are viewed as early science validated products and are useful for exploratory and process scientific studies. Quality may not be optimal since validation and quality assurance are ongoing. Users are expected to review product quality summaries before publication of results.) 4 NASA maintained the overall level of ESE data center customer satisfaction, as measured by User Working Group surveys.Source Information • NASA GSFC project management for the Earth Observing System Data and Information System (EOSDIS) supports a database that collects metrics from the Distributed Active Archive Center (DAAC). DAAC data is available at http://edgrs.gsfc.nasa.gov:8000/ and http://spso.gsfc.nasa.gov/edgrs/.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS

APG 3Y32: Safely operate airborne platforms to gather remote and in situ Earth science data for process and calibration/validation studies. Rating: GreenAccomplishments NASA achieved this APG by supporting and executing seasonally dependent coordinated research field campaigns within two weeks of target departure with the aid of airborne and sub-orbital platforms, as scheduled at the beginning of the fiscal year. All missions

APG 3Y24: Provide regional decision-makers with scientific and applications products and tools. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA identified two common information requirements that address constituent user needs: a) measurements of wind speed and direction combined with precipitation and, b) monitoring and modeling of initiation and transport of atmospheric constituents. NASA developed plans to address these requirements and successfully move applications in those areas toward operational use. a. The Earth Science Applications program: 1) worked with the NOAA National Centers of Environmental Prediction to benchmark the use of QuikSCAT (wind speed) and TRMM (precipitation) to improve prediction of hurricane intensity and tracking; and, 2) collaborated with the Federal Aviation Administration (FAA) and NOAA on using MODIS data from Terra and Aqua to monitor and model initiation and transport of volcanic ash, and its impact on aviation safety. ■ NASA verified and validated technology, algorithms, and scientific results in partnership with selected commercial partners. a. NASA, the National Imaging and Mapping Agency (NIMA), and U.S. Geological Survey through the Joint Agency Committee on Imagery Evaluation (JACIE), collaborated to verify and validate the high-resolution optical remote sensing technology and data provided by DigitalGlobe’s Quickbird satellite. b. NASA and the Federal Emergency Management Agency (FEMA) collaborated on a joint project to verify and validate the performance of lidar data as a source of high accuracy elevation information for incorporation into flood risk models and to improve the performance of the FEMA HAZUS DSS. ■ NASA implemented over twenty demonstration projects including: a. Fifteen proposals under the State, Local, and Tribal Government Broad Area Announcement (BAA).; and b. Ten projects under the Carbon Cycle NASA Research Announcement.Source Information • FAA Oceanic Weather Project http://www.rap.ucar.edu/asr2001/K-oceanic_weather.htm. • TRMM Web site: http://trmm.gsfc.nasa.gov/. • http://www.esa.ssc.nasa.gov/background_documents/volcanic_ash_monitoring_for_ aviation.doc. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESA

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Objective 1.3 Understand the origins and societal impacts of variability in theSun-Earth connection.Note: APGs 3S7, 3S8, 3S9, 3S10, and 3S11 are included under both Goal 1 and Goal 5.

APG 3S7: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Understand the origins of long- and short-term solar variability. Understand the effects of solar variability on the solar atmosphere and heliosphere. Understand the space environment of Earth and other planets. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA combined information from the Ramaty High Energy Solar Spectroscopic Imager (RHESSI), the Transition Region and Coronal Explorer (TRACE), and the European Space Agency (ESA)-NASA Solar and Heliospheric Observatory (SOHO) spacecraft and confirmed one theory about high-speed solar eruptions: energy is stored in the low solar corona by magnetic confinement and is abruptly released through reconnection. ■ A sounding rocket instrument observed fine structure less than 100 kilometers across in the extreme ultraviolet, shrinking the upper limit for the Sun’s magnetic “building blocks.” ■ Data from the Themosphere, Ionosphere, Mesosphere, Energetics and Dynamics (TIMED) spacecraft showed that greatly increased radiation from a minor constituent, nitric oxide, helps cool the upper atmosphere back to normal temperatures after the increased energy is deposited into Earth’s upper atmosphere by solar activity (which should make it much hotter than normal). ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEC

APG 3S8: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Understand forces and processes, such as impacts, that affect habitability of Earth. Develop the capability to predict space weather. Find extraterrestrial resources and assess the suitability of Solar System locales for future human exploration. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA-funded searches are believed to have now found over half of the existing dangerous 1+ kilometer near-Earth objects, and observations of binary asteroids have indicated that most asteroids are like rubble piles, not solid objects. ■ Relevant to space weather, researchers developed the first complete model for a coronal mass ejection shock, the acceleration of particles, and transport of the particles to Earth. ■ Mars Odyssey data show that the upper meter of some areas of Mars is dominated by ice, which is very important for possible future human exploration. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.

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Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEC, SSE, MEPThis APG also applies to Objective 1.4.

APG 3S9: Earn external review rating of “green” on making progress in the following area: Design, develop, and launch projects to support future research in pursuit of Strategic Plan science objectives. Rating: YellowAccomplishments NASA failed to achieve this APG although progress was significant. NASA achieved six of eight (75%) “major program/project” performance objectives and three of six (50%) applicable objectives for “other projects.” This meets the established threshold of 75 percent for major programs and projects, but does not meet the “majority” threshold for “other projects.” ■ Major Programs/Projects progress: a. NASA completed thermal vacuum testing of the Cosmic Origins Spectrograph (COS) one month late in October 2003. The COS will be installed on the fourth Hubble Space Telescope (HST) servicing mission. b. NASA completed the aircraft fuselage structural modification, continuing progress toward telescope installation, for the Stratospheric Observatory for Infrared Astronomy (SOFIA). c. The Gravity Probe-B (GP-B) spacecraft, which will test Einstein’s general theory of relativity, was not launched due to technical problems uncovered during integrated testing. GP-B is now scheduled for launch in FY 2004. d. NASA launched the twin Mars Exploration Rovers. e. NASA completed Critical Design Review (CDR) for the Mars Reconnaissance Orbiter. f. NASA completed CDR for the Solar Terrestrial Relations Observatory (STEREO) twin spacecraft, which will study solar activity. g. NASA completed CDR for the Gamma-ray Large Area Space Telescope (GLAST) which will yield valuable information about the birth and early evolution of the universe. h. NASA began integration and testing of the Mercury Surface, Space Environment, Geochemistry and Ranging (MESSENGER) spacecraft. ■ Other Projects progress: a. Spacecraft integration on the Full-sky Astrometric Mapping Explorer (FAME) was not pursued due to the fact that in FY 2002 the mission was not confirmed to proceed into development. b. NASA completed the payload module for the Coupled Ion-Neutral Dynamics Investigations (CINDI). c. NASA conducted Integration and Test Readiness Review for Deep Impact. d. NASA completed Spectral and Photometric Imaging Receiver Qualification Model Detectors for the Herschel mission. Delayed progress in other projects: e. NASA delayed progress on instrument payload module and spacecraft integration for Swift until FY 2004. f. NASA delayed progress on conducting the pre-environmental review for the X-ray Telescope (XRT) Instrument for the Solar-B mission.

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g. NASA delayed progress on completion of the Cryocooler Qualification Model for the Planck mission.Corrective Actions ■ Other Projects a. Swift spacecraft integration was delayed due to correction of improper wiring on the Burst Alert Telescope (BAT) instrument. Integration is now scheduled for November 2003. Changes in quality assurance procedures and personnel assignments have been made to guard against such problems in the future. e. The Japanese space agency, ISAS, slipped the schedule for the Solar-B mission by one year. NASA is supplying components of three instruments and has adjusted schedules accordingly. f. Technical challenges slowed progress on Planck, and the Cryocooler Qualification Model is now scheduled for completion in FY 2004.Source Information • Program and project schedule reports, and related NASA press releases are available at http://space science.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, MEP, SEC, SEU, SSEThis APG also applies to Objective 1.4.

APG 3S10: Earn external review rating of “green” on making progress in the following technology development area: Focus (advance) technology development on a well-defined set of performance requirements covering the needs of near-term to mid-term strategic plan missions. Rating: GreenAccomplishments NASA achieved this APG by meeting seven of nine (78%) technology development performance objectives. (The indicator for the goal was to meet no fewer than 66 percent of the following objectives.) ■ NASA completed and documented final analysis of the Advanced Mirror System for the James Webb Space Telescope (formerly the Next Generation Space Telescope), the follow-on mission to the Hubble Space Telescope. ■ The previously planned task for the StarLight mission was not pursued due to the fact that the flight demonstration was terminated in FY 2002; however, the effort continues as ground-based technology development in support of formation-flying interferometry under the umbrella of the Terrestrial Planet Finder project. ■ NASA completed Phase 1 X-2000 hardware. ■ NASA selected Phase II awards for electric propulsion technology development (in late FY 2002, earlier than anticipated) for the In-Space Propulsion mission for electric propulsion technology development. ■ NASA completed Phase A studies for the Mars 2007 Scout mission with the selection of Phoenix, which will study the planet’s polar ice cap. ■ NASA completed the award of the Future Solar Terrestrial Probes instrument contract with the selection of two Phase A studies for the Magnetospheric Multiscale instrument. ■ NASA completed the Initial Confirmation Review (Phase A to Phase B transition) for the Solar Dynamics Observatory, which will advance our understanding of the Sun’s influence on Earth. ■ NASA completed the Spectroscopy X-ray Telescope (SXT) Optics Engineering Unit as part of the Constellation-X Project, but testing was delayed due to problems with the ground support equipment. ■ NASA completed an initial Phase A study with the issuance of its Technology Readiness Implementation Report for the Laser Interferometer Space Antenna (LISA) mission, which is dedicated to the search for gravitational waves.

APG 3S11: Earn external review rating of “green” on making progress in the following technology validation area: Formulate and implement cost-effective space demonstrations of selected technologies on suitable carriers. Rating: GreenAccomplishments NASA achieved this APG by meeting two of three (67%) flight validation performance objectives: ■ NASA successfully completed Critical Design Reviews (CDR) for the Space Technology (ST)-6 Autonomous Sciencecraft Experiment and Inertial Stellar Compass. ■ NASA successfully completed the Confirmation Review for the ST-7 Disturbance Reduction System allowing the project to proceed with implementation. ■ Completion of the Space Technology-8 (ST-8) initial confirmation was delayed due to an earlier delay in the release of the ST-8 NASA research announcement.Source Information Program and project schedule reports, and related NASA press releases are available at http://space science.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, MEP, SEC, SEU, SSEThis APG also applies to Objective 1.4.

Objective 1.4 Catalog and understand potential impact hazards to Earth from space.APGs that apply to this Objective are reported in:APGs 3S8, 3S9, 3S10 and 3S11 under Objective 1.3.

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Goal 2: Enable a safer, more Yellow 20%secure, efficient, and environmen-tally friendly air transportationsystem.In FY 2003, NASA achieved four of five annualperformance goals (APGs) under Goal 2. Significantstrides in one of the APGs resulted in a “yellow” rating.

Green 80%

Objective 2.1 Decrease the aircraft fatal accident rate, reduce the vulnerabilityof the air transportation system to hostile threats, and mitigate the consequencesof accidents and hostile acts.

APG 3R1: Demonstrate progress in maturing, through flight tests and/or simulations, the critical technologies that will be necessary to meet the aviation safety objective. These tests and simulations are critical steps in the development of a suite of technologies that when completely developed and implemented by the customer, will provide a minimum of 50 percent reduction in fatal accident rate. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant and, based on current projections, the goal of enabling a 50 percent reduction in the fatal accident rate will be met. ■ NASA developed software systems for an advanced fuel measurement system, and developed a neural network verification software tool. ■ NASA evaluated the effects of neutron particles on flight critical systems, and demonstrated a Smart Icing System that detects, mitigates, and provides feedback to pilots.Corrective Actions As a result of the aircraft safety stand-down at Langley Research Center (LaRC), several flight tests of safety technologies were delayed. Upon return of the LaRC 757 to flight status, the flight tests will resume, the testing and associated milestones will be completed, and the slippage is not expected to impact the successful accomplishment of the program objective.Source Information • Data for this APG is available at http://avsp.larc.nasa.gov/.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT

APG 3R2: Complete combustor sector test for concepts capable of achieving the 70% NOX goal by 2007 and select the most promising approaches leading to full annular rig testing for large and regional jet engine applications. Complete an Interim Technology Assessment of the aggregate potential benefits from the engine and airframe technologies to reduce emissions. The results from this analysis will provide a benchmark for measuring overall progress, and guide future investment decisions. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA completed combustor sector tests of two different technologies for large engines. The data is still being analyzed.

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■ NASA completed one test program (another is in progress) for regional jet aircraft emission reduction technologies. Preliminary assessment of the data from both the large and regional sized engines is promising and increases the confidence that the outcome objective can be achieved. Based on the results of the sector tests, NASA will select the technologies that will continue development and be included in a full annular test by the end of the year.Source Information • Data for this APG is available at http://www.ueet.nasa.gov/.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT

APG 3R3: Complete development of initial physics-based prediction models to guide the development potential noise reduction technology concepts. Complete an interim technology assessment of the potential benefits for these concepts to reduce noise emissions. The results from this analysis will provide a benchmark for measuring overall progress, and guide future investment decisions. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA completed an interim technology assessment that acts as a program decision point for what technologies are taken to further maturation. The decision is made by assessment of the impact of the technologies on both a component and system level towards the overall noise goals and their estimated contributions. a. NASA developed initial physics-based noise prediction models that will provide the capability for predicting aviation noise sources including: the effects of flap, slat, and landing gear noise; fuselage and wing shielding effects; physics-based fan noise; and propagation of engine noise within a nacelle. This will allow the identification of a suite of technologies that will have the highest probability of meeting NASA’s noise reduction objective.Source Information • To obtain the data used for the evaluation, contact the Vehicle Systems Program’s Quiet Aircraft Technology project office at Langley Research Center.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT

Objective 2.3 Enable more people and goods to travel faster and farther, with fewerdelays.

APG 3R4: Complete development, initial functionality and evaluate human factors for at least one decision support tool to enable achievement of the planned progress towards the goal of doubling the capacity of the National Airspace System in 10 years. Complete the initial build of a toolbox of state-of-the-art airspace models to enable the planned progress towards the 2022 Objective. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA completed development, demonstration of initial functionality, and evaluation of human factors for a Multi-Center Traffic Management Advisor (McTMA) decision support tool for complex airspace. McTMA simulation results indicated: a) metering for Philadelphia appears viable in Boston Air Traffic Control Center (ARTCC); b) more delay absorption capacity exists in Boston ARTCC than New York or Washington ARTCCs; c) McTMA’s internal departure scheduling is important; and d) significant metering issues exist in Boston ARTCC. ■ NASA completed development, demonstration of initial functionality, and evaluation of human factors for active terminal-area Expedite Departure Path decision-support tool.

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■ NASA completed and validated a state-of-the-art airspace model toolbox, the Airspace Concept Evaluation System, with the ability to assess the economic impact of new technology and National Airspace System operational performance, and the ability to model the dynamic effects of interactive agents. ■ NASA provided strategies for improving training and procedures to reduce misunderstandings between pilots and air traffic controllers.Source Information • To obtain the data used for the evaluation, contact the Airspace Systems Program Office.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT

APG 3R5: Select candidate technologies for experimental flight evaluation based on their impact on mobility. Mobility metrics will be measured by accessibility, doorstep-to-destination transit time, system and user costs, and related trip reliability and safety metrics. These flight experiments will evaluate individually, at the sub-system level, the impact of selected technologies on lowering required landing minimums and increasing the volume of operations at non-towered landing facilities in non-radar airspace during instrument meteorological conditions. Rating: GreenAccomplishments NASA (as part of the NASA/FAA/National Consortium of Aviation Mobility SATS Alliance) achieved this APG by agreeing to the suite of technologies and procedures to be included in the project flight experiments. The technologies and the procedures include: a) Higher Volume Operations (sequencing and self-separation algorithms); b) Lower Landing Minima (synthetic vision with highway-in-the-sky and velocity-vector guidance, enhanced vision, heads-up display); c) Single Pilot Performance (integrity monitoring, decision aiding); and d) En Route Integration (procedures for facilitating air traffic controller interaction).Source Information • To obtain the data used for the evaluation, contact the Airspace Systems Program Office.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT

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BlueGoal 3: Create a more secure 13%world and improve the quality of lifeby investing in technologies and Yellowcollaborating with other agencies, 38%

industry, and academia.

In FY 2003, NASA achieved or exceeded five of eight annual

performance goals (APGs) under Goal 3. Significant stridesin the other three APGs resulted in a “yellow” rating.

Green 49%

Objective 3.1 Enhance the Nation’s security through partnerships with DOD, DHS andother U.S. or international government agencies.

APG 3Y29: Collaborate with other domestic and international agencies in developing and implementing better methods for using remotely sensed observations to support national and international assessments of climate changes and their practical consequences. Success will equate to meeting 4 of 5 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting all five performance indicators. 1 NASA continued collaborative relations with Federal agencies to promote the use of remotely sensed data and information to accomplish U.S. strategic scientific, environmental, and economic objectives. 2 NASA cooperated with international agencies to promote the use of remotely sensed data and information to accomplish U.S. strategic scientific, environmental, and economic objectives through nationally and internationally recognized interagency projects, such as the Climate Change Science Program, the Climate Change Technology Program, the Commercial Remote Sensing Policy Implementation Group, Geospatial One Stop, and the Earth Observation Task Group. 3 NASA demonstrated enhanced interoperability and interconnectivity of international remote sensing information systems and services through its continued participation in the Committee on Earth Observation Satellites (CEOS) Working Group on Information Systems and Services. 4 NASA demonstrated enhanced mission coordination and complementarity of remote sensing data through NASA’s continued participation in the CEOS Working Group on Calibration and Validation. 5 NASA demonstrated an international approach to an integrated global observing strategy for the oceans and the terrestrial carbon cycle by participating in the Integrated Global Observing Strategy–Partners (IGOS-P).Source Information • Earth Observation Summit data is available at http://www.earthobservationsummit.gov. • The Socio-Economic Value of Improved Weather and Climate Information, The Space Policy Institute at George Washington University. Williamson, et al., December 2002. Available at http://www.gwu.edu/~spi/Socio-EconomicBenefitsFinalREPORT2.pdf. • Geospatial One Stop data is available at http://www.geodata.gov. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESA

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Objective 3.2 Improve the Nation’s economic strength and quality of life by facilitatinginnovative use of NASA technology.Note: APG3B8 is included under both Goal 3 and Goal 4.

APG 3B8: In close coordination with the research community, allocate flight resources and develop facilities to achieve a balanced and productive research program. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA completed Phase A definition studies associated with awarding a contract to manage ISS utilization to a Non-Government Organization (NGO) to the International Space Station Research Institute. ■ NASA coordinated and participated with the scientific community to define ISS research by developing the Biological and Physical Research Enterprise (BPRE) research plan, detailed research roadmaps, and development of BPRE Strategies. The research plan presents the mission, past accomplishments, priorities, and the intended direction for scientific investigations. Coordinated an open competitive research announcement process. ■ NASA implemented a cross-discipline approach to providing balanced resource allocations and flight opportunities on the Russian Soyuz and Progress launch systems as reflected in the ISS Partner Utilization Plan. All facility development is continuing toward established Flight Hardware Availability dates to insure readiness of BPRE equipment as we return to flight. ■ NASA deployed ISS research facilities on-orbit consistent with budget constraints and BPRE prioritization, utilizing six racks: Human Research Facility (HRF)-1, the Microgravity Science Glovebox (MSG), and the Expedite the Processing of Experiments to the Space Station (EXPRESS) Racks 1, 2, 3A, and 4.Source Information • Data for this APG is available at http://www.spaceresearch.nasa.gov and http://spaceresearch.nasa.gov/general_info/adv.html#ah.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR, PSR, RPFSThis APG also applies to Objective 3.3.

APG 3B9: Engage the commercial community and encourage non-NASA investment in commercial space research by meeting at least two of three performance indicators. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review, by meeting two of three performance indicators. 1 Data on the ratio of non-NASA funding to NASA funding will not be available until January 2004. 2 NASA brought three products (out of the 39 product lines currently under investigation) to market in FY 2003. ITD, a non-profit division of ProVision Technologies, developed two new hyperspectral sensors that were sold this year through Photon Industries. The ultraviolet sensor, (200 to 400 nanometers) is the world’s first desktop hyperspectral sensor. The FBI purchased the first system. A shortwave infrared sensor, (900 to 2500 nanometers) also was developed and sold to the FBI and U.S. Department of Agriculture (USDA). The third product poised for release and sale on the open market is the Optical Multifunctional Sensor, developed in collaboration with Integrated MicroSensors Inc. The sensor uses an optical sensor to identify chemical constituents in samples. It was field tested as part of a Mars Society simulation called the Mars Analog Research Station (MARS) project.

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3 NASA established at least ten new active industrial partnerships with the Space Product Development Research Partnership Centers (formerly Commercial Space Centers) in a variety of fields including technology development, pharmaceuticals, electronics, and computer systems.Corrective Actions 1 The data to determine whether or not this target has been met will not be available until January 2004. We are revising our data collection system to enable a timely response by FY 2005.Source Information • Data for this APG is available at http://www.spd.nasa.gov/sourcebook/index.html and through NASA’s Office of Biological and Physical Research.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, RPFS

APG 3B10: Highlight ISS-based commercial space research at business meetings and conferences. Rating: BlueAccomplishments NASA significantly exceeded this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review by supporting five business/trade conferences to highlight ISS-based commercial space research (surpassing the goal of three). NASA Space Product Development featured exhibits at the World Space Congress, National Manufacturing Week, the National Space Symposium, IBC Drug Discovery, and the BIO 2003 Convention.Source Information • Data for this APG is available at http://www.spd.nasa.gov/sourcebook/index.html.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, RPFS

APG 3CK3: Enhance communication about and dissemination of technologies available for commercial use, technologies that have been commercialized by industry, and increase accessibility to targeted industry sectors by meeting 2 of 2 indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting both performance indicators. 1 NASA published three NASA-specific trade publications: Aerospace Innovations (three editions), NASA Tech Briefs (monthly) and Spinoffs (yearly). One edition of Aerospace Innovations, “Enterprise Partner to Host First NASA Medical Technology Summit” (summer 2003) focused on a NASA held event titled, “Forging Partnerships to Develop Emerging Technologies.” This publication and the event targeted the medical device industry and very effectively promoted the 20 technologies for which NASA sought partnerships for licensing or collaborations. Over 130 of the leaders in the medical device industry attended and explored potential partnerships with NASA innovators. 2 NASA provided public and industry access to the TechTracS database, which features approximately 21,000 NASA technologies, including technical briefs, diagrams, and illustrations for licensing and partnership development.Source Information • Data for this APG is available at http://www.nctn.hq.nasa.gov. • The NASATechTracS data base is available at http://technology.nasa.gov/.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, ITTP

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Objective 3.3 Resolve scientific issues in the low gravity environment of space thatenrich life on Earth by leading to better design tools in energy, materials, medical,and communication technologies.

APG 3B4: Earn external review rating of “green” or “blue” by making progress in the following research focus areas as described in the associated indicators: elucidate the detailed physical and chemical processes associated with macromolecular crystal growth and cellular assembling processes in tissue cultures. Rating: YellowAccomplishments NASA failed to achieve this APG although progress was significant, as assessed by the Biological and Physical Research Advisory Committee’s external review. 1 NASA produced peer-reviewed archival publications on the first ISS protein crystallization experiments. 2 NASA analyzed ISS flight experiment results in macromolecular and cellular biotechnology via downlinked video data from the Leland Chung (Emory University) experiment on STS-107. The data was a dramatic demonstration of the effectiveness of low-gravity tissue culture in propagating large, structurally developed prostate cancer and bone cell masses.Corrective Actions The STS-107 mission loss had a serious impact on the planned scientific objectives for this goal. Macromolecular and cellular biotechnology flight research was slowed by Shuttle flight hiatus. Unanticipated budget impacts slowed research grant selection decisions in biotechnology. NASA will reassess flight opportunities and priorities as part of our return to flight process.Source Information • http://spaceresearch.nasa.gov/general_info/remapreport.html. • http://www.emory.edu/EMORY_MAGAZINE/spring2003/precis_columbia. • http://www.winshipcancerinstitute.org/geninfo/News/Chung_Nasa_011003.htm. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, PSR

APG 3B6: Earn external review rating of “green” or “blue” by making progress in the following research focus area: Investigate fundamental and unresolved issues in fluid physics, and materials and combustion science using gravity as a theoretical and experimental revealing tool. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA maintained an outstanding and peer-reviewed program in fluid physics, materials science, and combustion science by completing NASA Research Announcement (NRA) selections in fluid physics and combustion science. NASA selected Principal Investigators (PIs) for ground-based research on microgravity research relevant to: microfluidics; heat transfer technology and nuclear reactor operations in space; microscale combustors for space applications, and spacecraft fire safety. NASA solicited proposals for a new research theme, propulsion materials research, to bring the expertise of the basic research community to bear on problems important to the long-term success of the space program. ■ NASA employed a new annual process to solicit and select peer-reviewed, ground-based investigations in materials science, fluid physics, and combustion research. ■ The loss of the STS-107 mission resulted in only partial returns of planned data for the combustion science and fluid physics experiments on board. However, the PIs have sufficient information from available down linked data to reach significant conclusions.

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Corrective Actions The STS-107 mission loss had a serious impact on the planned scientific objectives for this goal. Unanticipated budget impacts slowed research grant selection decisions in materials science.Source Information • Physics Today featured the work of materials science PI Ken Kelton (Washington University – St. Louis) on the appearance of structure in liquids near phase transitions. The feature is available at http://www.aip.org/pt/vol-56/iss-7/current.html. • http://research.hq.nasa.gov/code_u/nra/current/NRA-01-OBPR-08-C/winners.html. • http://carambola.usc.edu/research/SOFBALL2quickie.html. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, PSR

Note: APG 3H13 is included under both Goal 3 and Goal 4.

APG 3H13: Successfully complete 90% of International Space Station planned mission objectives. Achieve 90% on-orbit mission success for planned International Space Station assembly and logistics activities on the Space Shuttle flights scheduled for FY 2003. Sum total of the successfully accomplished primary mission objectives divided by the total number of mission objectives per year. Rating: YellowAccomplishments NASA failed to meet this APG, although progress was significant. ■ NASA completed two of the five planned Shuttle assembly and logistics missions to ISS prior to the Columbia accident. Progress and Soyuz flights continued, and hardware development, testing and certification continued on schedule. Software upgrades to the ISS vehicle continued on schedule. Assembly and logistics flights will resume upon Shuttle return to flight. ■ NASA successfully completed on-line testing of the second of the two racks for the HRF and integrated it into the Multi-Purpose Logistics Module. ■ NASA completed stand-alone testing of the qualification rack for the Habitat Holding Rack, awaiting launch on ULF-1. ■ NASA completed Phase 1 of integrated qualification tests with the incubator and Phase 2 has begun. ■ NASA held the Critical Design Review (CDR) for the Fluids Integrated Rack (FIR). ■ NASA completed verification and test review for the Combustion Integrated Rack (CIR). ■ NASA successfully completed numerous tests including: CIR/Multi-User Droplet Combustion Apparatus (rack insert) integrated testing; FIR vibration and acoustics testing; and facility radiation and portable fire extinguisher testing. ■ NASA completed Experiment Carrier Interface Verification Unit testing and the Master Controller combined components interface test. ■ NASA completed cryogenic testing of all flight Super-Conducting Quantum Interface Device (SQUID) sensors. ■ NASA held the payload interface unit acceptance review at KSC. ■ NASA completed first flight “belly weld” of the helium dewar.Source Information • Data for this APG is available at http://brp.arc.nasa.gov/GBL/hld_rcks.html. • http://hrf.jsc.nasa.gov/rack2.htm.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, ISS, Biological and Physical Research Enterprise, BSR, PSRAPGs that apply to this Objective also are reported in:APG 3B8 under Objective 3.2.

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Mission II: To Explore the Universe and Search for Life

Goal 4: Explore the fundamental Yellow

principles of physics, chemistry, 20%and biology through research in theunique natural laboratory of space.

In FY 2003, NASA achieved four of five annual

performance goals (APGs) under Goal 4.

Green 80%

Objective 4.1 Determine how fundamental biological processes of life respond

to gravity and space environments.

APG 3B7: Earn external review rating of “green” or “blue” by making progress in the following research focus area: understand the role of gravity in biological processes at all levels of biological complexity. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA maintained an outstanding, peer-reviewed program in Fundamental Space Biology (FSB) by supporting a total of 117 peer-reviewed investigations (95 ground-based and 22 flight). A total of $31 million (62 percent of the total FSB Research and Technology budget) directly supported these investigations. FSB-funded investigators produced 224 peer-reviewed publications. Five Principal Investigators (PIs) funded through FSB were highlighted on the covers of prestigious journals including: Nature, Proceedings of the National Academy of Sciences, Cell Cycle, Journal of Cell Science, and Journal of Neurophysiology. ■ NASA solicited ground-based research in all fundamental biology disciplines by publishing two NASA research announcements. ■ NASA supported seven flight experiments on STS-107, including two that were recovered after the loss of Columbia: a. The Development of Gravity Sensitive Plant Cells (Ceratodon) During Early Utilization of Space Station data analysis is being completed and a manuscript is being prepared for submission. b. The C. elegans Model Specimen in Space (CEMSS)-1 demonstration was designed to establish an optimal growth media to support C. elegans for future ISS flight experimentation. Although the experiment canisters containing the demonstration were not recovered for weeks following the accident, the worms were found alive and in excellent condition. Thus, while not a controlled experiment, the synthetic growth media tested was found to be sufficiently robust to be considered for future C. elegans flight opportunities that will be openly competed. ■ NASA determined baseline data requirements for model specimens to be used on ISS by: a. Leading an International Space Life Sciences Working Group (ISLSWG) workshop to determine the optimal requirements for flight research using the model organism C. elegans. b. Participating in an International Space Life Sciences Working Group (ISLSWG) workshop hosted by ESA to determine the optimal requirements for flight research using

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the model plant Arabidopsis. The workshop presented plant scientists with a description of available facilities, additional supporting resources (e.g., cold stowage), and logistics operations suitable to conduct Arabidopsis experiments on ISS. Requirements for other highly desirable plant species, such as Brassica, also were discussed and documented. ■ NASA planned for incorporation of baseline data collection in ISS hardware validation flights by conducting a number of workshops and science working group meetings. The science and technical requirements for the Advanced Animal Habitat and the Plant Research Unit were reviewed by external scientists. NASA identified hardware capability priorities during these reviews to facilitate initiation of design and development work and clearly indicate capabilities that will be added as new funding sources are identified. ■ NASA co-hosted an ISLSWG workshop with the National Space Development Agency of Japan (NASDA) on the topic “Monitoring and Evolution of Microorganisms in ISS.” Topics included microbial sampling results from MIR, new technologies and methods for identification of microorganisms, molecular evolution and molecular methods of microbial monitoring, current ISS sampling methods and recommendations for improvements, and extremeophiles and implications for microbial populations on ISS. ■ NASA conducted a workshop titled, “Technology for Fundamental Space Biology.” Topics included chemical and biological sensors, separation and biofluidics technologies, advanced photonic technologies, and miniaturization issues.Source Information • “Defective membrane repair in dysferlin-deficient muscular dystrophy,” Nature, 423(6936): 168–172. May 8, 2003. Bansal D, Miyake K, Vogel SS, Groh S, Chen CC, Williamson R, McNeil PL, Campbell KP. • Workshop reports are available at http://www.mbl.edu/CASSLS/celegans.htm and http://spaceresearch.nasa.gov. • “Synchrony in human, mouse and bacterial cell cultures—a comparison,” Cell Cycle. 2(1): 42–45. January–February 2003.Helmstetter CE, Thornton M, Romero A, Eward LK. Department of Biological Sciences, Florida Institute of Technology, Melbourne, FL. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library /reports.htm.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR

Note: APGs 3B8 and 3H13 are included under both Goal 3 and Goal 4.APG 3B8: In close coordination with the research community, allocate flight resources and develop facilities to achieve a balanced and productive research program. Rating: GreenAccomplishments ■ NASA completed Phase A definition studies associated with awarding a contract to manage ISS utilization to a Non-Government Organization (NGO) to the International Space Station Research Institute. ■ NASA coordinated and participated with the scientific community to define ISS research by developing the Biological and Physical Research Enterprise (BPRE) research plan, detailed research roadmaps, and development of BPRE Strategies. The research plan presents the mission, past accomplishments, priorities, and the intended direction for scientific investigations. NASA also coordinated an open competitive research announcement process. ■ NASA implemented a cross-discipline approach to providing balanced resource allocations and flight opportunities on the Russian Soyuz and Progress launch systems as reflected in the ISS Partner Utilization Plan. All facility development is continuing toward established Flight Hardware Availability dates to insure readiness of BPRE equipment as we return to flight.

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■ NASA deployed ISS research facilities on-orbit consistent with budget constraints and BPRE prioritization, utilizing six racks: Human Research Facility (HRF)-1, Microgravity Science Glovebox (MSG), and the Expedite the Processing of Experiments to the Space Station (EXPRESS) Racks 1, 2, 3A, and 4.Source Information • Data for this APG is available at http://www.spaceresearch.nasa.gov and http://spaceresearch.nasa.gov/general_info/adv.html#ah.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR, PSR, RPFSThis APG also applies to Objective 4.2.

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APG 3B3: Earn external review rating of “green” or “blue” by making progress in the following research focus areas as described in the associated indicators: advance the scientific understanding of complex biological and physical systems. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. 1 NASA maintained a peer-reviewed research program in Complex Systems physics and chemistry. a. NASA increased colloid physics PI opportunities by 67 percent using existing dynamic light scattering instrument for new missions. b. NASA completed research announcement selections on schedule and is now selecting PI’s for ground-based research on liquid crystals, emulsions, and other emerging areas. c. NASA held a workshop at the American Physical Society annual meeting to identify technology needs and priorities for future space research. 2 Analyzed ISS flight experiments results in colloidal physics. a. NASA continued completion of data analysis for Physics of Colloids in Space experiment. b. NASA successfully completed the Investigating the Structure of Paramagnetic Aggregates from Colloidal Emulsions (InSpace) experiment on the dynamics of magnetorheological fluids.Source Information • http://microgravity.grc.nasa.gov/6712/comflu/complex.html. • http://research.hq.nasa.gov/code_u/nra/current/NRA-01-OBPR-08-D/winners.html. • http://ncmr04610.cwru.edu/events/sccm/report.pdf. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR, PSR

APG 3B5: Earn external review rating of “green” or “blue” by making progress in the following research focus area: investigate fundamental and unresolved issues in condensed matter physics and atomic physics, and carry out atomic clock development for space-based utilization. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA maintained an outstanding, peer-reviewed research program in condensed matter physics, Bose-Einstein Condensation, and atomic clocks development for space-based utilization. a. NASA selected new fundamental physics research awards on schedule, including Ultraslow and Stopped Light in Microgravity, and concept development for potential flight experiments testing for non-gravitational mass-mass interactions predicted by some unified field models. b. The first atomic clock for ISS research remains on schedule. ■ NASA produced scientific discoveries in atomic and condensed matter physics and published in mainstream, peer-reviewed archival journals.

In FY 2003, NASA achieved or exceeded ten of 11 annual

Objective 5.1 Learn how the solar system originated and evolved to its currentdiverse state.

APG 3S3: Earn external review rating of “green” on average, on making progress in the following research focus areas: Observe the formation of galaxies and determine the role of gravity in this process; Establish how the evolution of a galaxy and the lifecycle of stars influence the chemical composition of material available for making stars, planets, and living organisms; Observe the formation of planetary systems [outside our solar system] and characterize their properties; Use the exotic space environments within our solar system as natural science laboratories and cross the outer boundary of the solar system to explore the nearby environ- ment of our galaxy. [This will advance our knowledge of the composition of material between stars from which stars and planets are formed.] Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA’s achievements included the following: a. Observations from the Wilkinson Microwave Anisotropy Probe (WMAP) revealed that the first stars were formed much earlier than the oldest galaxies observed so far. b. Using Hubble Space Telescope (HST) measurements to infer that Andromeda, the large galaxy nearest our own Milky Way (and in many ways very similar to it) has much younger stars in its halo with strikingly different chemical compositions from our own galaxy’s halo stars. c. Recovering returned data from Voyager-1, in flight since 1977 (and on its way out of our solar system), about the boundary region between the Sun’s domain and interstellar space. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • The external expert review report is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, SEU, SEC, SSEThis APG also applies to Objectives 5.7 and 5.8.

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APG 3S5: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Inventory and characterize the remnants of the original material from which the solar system formed. Learn why the planets in our solar system are so different from each other. Learn how the solar system evolves. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA’s achievements included the following: a. The HST measured the diameter of the remote and icy world, Quaoar, half the size of Pluto and the largest object found in the solar system since the discovery of that planet 72 years ago. b. Mars Global Surveyor and Pathfinder tracking indicate that Mars’ core is at least partially molten. c. Interesting results obtained in NASA-sponsored laboratory, theoretical, and ground-based observations found that components in interplanetary dust particles pre-date the condensation of the solar system. d. An explanation was found for the differences between the inner and outer moons of the larger planets. e. Earth-based radar showed that Titan has rough regions and smooth ones (possibly liquid areas). f. Determining that the puzzlingly low mass of the Kuiper belt may be due to Neptune ejecting many of its original bodies. g. Theoretical work suggested that our solar system was formed in a region of very hot stars, explaining the difference between its giant planets. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • The external expert review report is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SSE, MEPThis APG also applies to Objective 5.3

Note: APGs 3S9, 3S10, and 3S11 are included under both Goal 1 and Goal 5.APG 3S9: Earn external review rating of “green” on making progress in the following area: Design, develop, and launch projects to support future research in pursuit of Strategic Plan science objectives. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. NASA achieved six of eight (75%) “major program/project” performance objectives and three of six (50%) applicable objectives for “other projects.” This meets the established threshold of 75 percent for major programs and projects, but does not meet the “majority” threshold for “other projects.” ■ Major Programs/Projects progress: a. NASA completed thermal vacuum testing of the Cosmic Origins Spectrograph (COS) one month late in October 2003. The COS will be installed on the fourth Hubble Space Telescope (HST) servicing mission. b. NASA completed the aircraft fuselage structural modification, continuing progress toward telescope installation, for the Stratospheric Observatory for Infrared Astronomy (SOFIA).

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c. The Gravity Probe-B (GP-B) spacecraft, which will test Einstein’s general theory of relativity, was not launched due to technical problems uncovered during integrated testing. GP-B is now scheduled for launch in FY 2004. d. NASA launched the twin Mars Exploration Rovers. e. NASA completed Critical Design Review (CDR) for the Mars Reconnaissance Orbiter. f. NASA completed CDR for the Solar Terrestrial Relations Observatory (STEREO) twin spacecraft, which will study solar activity. g. NASA completed CDR for the Gamma-ray Large Area Space Telescope (GLAST), which will yield valuable information about the birth and early evolution of the universe. h. NASA began integration and testing of the Mercury Surface, Space Environment, Geochemistry and Ranging (MESSENGER) spacecraft. ■ Other Projects progress: a. Spacecraft integration on the Full-sky Astrometric Mapping Explorer (FAME) was not pursued due to the fact that in FY 2002 the mission was not confirmed to proceed into development. b. NASA completed the payload module for the Coupled Ion-Neutral Dynamics Investigations (CINDI). c. NASA conducted Integration and Test Readiness Review for Deep Impact. d. NASA completed Spectral and Photometric Imaging Receiver Qualification Model Detectors for the Herschel mission. Delayed progress in other projects: e. NASA delayed progress on instrument payload module and spacecraft integration for Swift until FY 2004. f. NASA delayed progress on conducting the pre-environmental review for the X-ray Telescope (XRT) Instrument for the Solar-B mission. g. NASA delayed progress on completion of the Cryocooler Qualification Model for the Planck mission.Corrective Actions ■ Other Projects a. Swift spacecraft integration was delayed due to correction of improper wiring on the Burst Alert Telescope (BAT) instrument. Integration is now scheduled for November 2003. Changes in quality assurance procedures and personnel assignments have been made to guard against such problems in the future. e. The Japanese space agency, ISAS, slipped the schedule for the Solar-B mission by one year. NASA is supplying components of three instruments and has adjusted schedules accordingly. f. Technical challenges slowed progress on Planck, and the Cryocooler Qualification Model is now scheduled for completion in FY 2004.Source Information • Program and project schedule reports, and related NASA press releases are available at http://space science.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, MEP, SEC, SEU, SSEThis APG also applies to Objectives 5.2, 5.3, 5.4, 5.5, 5.6, 5.7, 5.8, 5.9, 5.10, 5.11, and 5.12.

APG 3S10: Earn external review rating of “green” on making progress in the following technology development area: Focus (advance) technology development on a well-defined set of performance requirements covering the needs of near-term to mid-term strategic plan missions. Rating: GreenAccomplishments NASA achieved this APG by meeting seven of nine (78%) technology development performance objectives. (The indicator for the goal was to meet no fewer than 66 percent of the following objectives.)

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■ NASA completed and documented final analysis of the Advanced Mirror System for the James Webb Space Telescope (formerly Next Generation Space Telescope), the follow-on mission to the HST. ■ The previously planned task for the StarLight mission was not pursued due to the fact that the flight demonstration was terminated in FY 2002; however, the effort continues as ground-based technology development in support of formation-flying interferometry under the umbrella of the Terrestrial Planet Finder project. ■ NASA completed Phase 1 X-2000 hardware. ■ NASA selected Phase II awards for electric propulsion technology development (in late FY 2002, earlier than anticipated) for the In-Space Propulsion mission for electric propulsion technology development. ■ NASA completed Phase A studies for the Mars 2007 Scout mission with the selection of Phoenix, which will study the planet’s polar ice cap. ■ NASA completed the award of the Future Solar Terrestrial Probes instrument contract with the selection of two Phase A studies for the Magnetospheric Multiscale instrument. ■ NASA completed the Initial Confirmation Review (Phase A to Phase B transition) for the Solar Dynamics Observatory, which will advance our understanding of the Sun’s influence on Earth. ■ NASA completed the Spectroscopy X-ray Telescope (SXT) Optics Engineering Unit as part of the Constellation-X Project, but testing was delayed due to problems with the ground support equipment. ■ NASA completed an initial Phase A study with the issuance of its Technology Readiness Implementation Report for the Laser Interferometer Space Antenna (LISA) mission, which is dedicated to the search for gravitational waves.Source Information • Program and project schedule reports, and related NASA press releases are available at http://space science.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, MEP, SEC, SEU, SSEThis APG also applies to Objectives 5.2, 5.3, 5.4, 5.5, 5.6, 5.7, 5.8, 5.9, 5.10, 5.11, and 5.12.

APG 3S11: Earn external review rating of “green” on making progress in the following technology validation area: Formulate and implement cost-effective space demonstrations of selected technologies on suitable carriers. Rating: GreenAccomplishments NASA achieved this APG by meeting two of three (67%) of the following flight validation performance objectives: ■ NASA successfully completed CDRs for the Space Technology (ST) -6 Autonomous Sciencecraft Experiment and Inertial Stellar Compass. ■ NASA successfully completed the Confirmation Review for the ST-7 Disturbance Reduction System Flight Validation/New Millennium Program allowing the project to proceed with implementation. ■ Completion of the ST-8 initial confirmation was delayed until FY 2004 due to an earlier delay in the release of the ST-8 NASA research announcement.Source Information • Program and project schedule reports, and related NASA press releases are available at http://space science.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASO, MEP, SEC, SEU, SSEThis APG also applies to Objectives 5.2, 5.3, 5.4, 5.5, 5.6, 5.7, 5.8, 5.9, 5.10, 5.11, and 5.12.

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Objective 5.2 Understand how life begins and evolves and determine thecharacteristics of the solar system that led to the origin of life.

APG 3S6: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Investigate the origin and early evolution of life on Earth, and explore the limits of life in terrestrial environments that might provide analogues for conditions on other worlds. Determine the general principles governing the organization of matter into living systems and the conditions required for the emergence and maintenance of life. Chart the distribution of life-sustaining environments within our Solar System, and search for evidence of past and present life. Identify plausible signatures of life on other worlds. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA’s achievements included the following: a. Mars Global Surveyor observed very complex drainage areas on Mars that suggest running water and perhaps even precipitation in the past. b. NASA discovered microbes living in very salty water beneath nineteen meters of ice in Antarctica, similar to conditions that might exist on Mars or Europa. c. NASA discovered that terrestrial microbial mats, thought to have dominated much of Earth’s history, produce copious sulfur-containing gases, may be good atmospheric indicators of life on other planets. d. NASA-funded researchers obtained results on RNA including: discovery of an RNA molecule that can catalyze formation of a copy of itself (like DNA does), and the creation of a simple RNA molecule made up of only two bases (instead of the four that modern organisms use). ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • The external expert review report is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SSE, ASO, MEPThis APG also applies to Objectives 5.4 and 5.9.

APGs that apply to this Objective also are reported in:

APGs 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.3 Understand the current state and evolution of the atmosphere, surface,and interior of Mars.

Objective 5.4 Determine if life exists or has ever existed on Mars.

APGs that apply to this Objective also are reported in:

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Objective 5.5 Develop an understanding of Mars in support of possible futurehuman exploration.

Note: APGs 3S8 and 3S7 are included under both Goal 1 and Goal 5.APG 3S8: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Understand forces and processes, such as impacts, that affect habitability of Earth. Develop the capability to predict space weather. Find extraterrestrial resources and assess the suitability of Solar System locales for future human exploration. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA-funded searches are believed to have now found over half of the existing dangerous 1+ kilometer near-Earth objects, and observations of binary asteroids have indicated that most asteroids are like rubble piles, not solid objects. ■ Relevant to space weather, researchers developed the first complete model for a coronal mass ejection shock, the acceleration of particles, and transport of the particles to Earth. ■ Mars Odyssey data show that the upper meter of some areas of Mars is dominated by ice, which is very important for possible future human exploration. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEC, SSE, MEP

APGs that apply to this Objective also are reported in:

APGs 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.6 Understand the changing flow of energy and matter throughout the Sun,heliosphere, and planetary environments.

APG 3S7: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Understand the origins of long- and short-term solar variability. Understand the effects of solar variability on the solar atmosphere and heliosphere. Understand the space environment of Earth and other planets. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA combined information from the Ramaty High Energy Solar Spectroscopic Imager (RHESSI), the Transition Region and Coronal Explorer (TRACE), and the ESA–NASA Solar and Heliospheric Observatory (SOHO) spacecraft and confirmed one theory about high-speed solar eruptions: energy is stored in the low solar corona by magnetic confinement and is abruptly released through reconnection. ■ A sounding rocket instrument observed fine structure less than 100 kilometers across in the extreme ultraviolet, shrinking the upper limit for the Sun’s magnetic “building blocks.” ■ Data from the Thermosphere, Ionosphere, Mesosphere, Energetics and Dynamics (TIMED) spacecraft showed that greatly increased radiation from a minor constituent, nitric oxide, helps cool the upper atmosphere back to normal temperatures after the increased energy is deposited into Earth’s upper atmosphere by solar activity (which

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should make it much hotter than normal). ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEC

APGs that apply to this Objective also are reported in:

APGs 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.7 Understand the fundamental physical processes of space

plasma systems.

APGs that apply to this Objective also are reported in:

APG 3S3, 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.8 Learn how galaxies, stars, and planetary systems form and evolve.

APG 3S2: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Discover the sources of gamma ray bursts and high energy cosmic rays [two phenomena that astronomers believe are created are the most energetic events in the universe]. Test the general theory of relativity near black holes and in the early universe, and search for new physical laws, using the universe as a laboratory. Reveal the nature of cosmic jets and relativistic flows. [Understand the physical mechanisms that can accelerate matter to near the speed of light, as observed in cosmic jets and other relativistic flows.] Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA made significant progress in understanding gamma ray bursts. Using data from The High Energy Transient Explorer (HETE-2), RHESSI, and Compton Gamma Ray Observatory (CGRO), positive evidence was obtained in support of the collapsar model of bursts, the presence of very strong magnetic fields in powering bursts, a difference between the causes of short and long duration bursts. ■ NASA used data from Chandra and the ESA XMM-Newton to gain insight into the behavior of jets from stellar black holes and the role of supermassive black holes in governing the structure and evolution of galaxies. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEU, ASOThis APG also applies to Objectives 5.11 and 5.12.

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APG 3S4: Earn external review rating of “green” on average, on making progress in the following research focus areas: Discover planetary systems of other stars [beyond our solar system] and their physical [and chemical] characteristics. Search for worlds that could or do harbor life. Rating: BlueAccomplishments NASA significantly exceeded this APG, as assessed by the Space Science Advisory Committee’s external review. ■ HST observations advanced our understanding of other planetary systems by enabling a more precise measurement of the mass of a planet outside our solar system and capturing for the first time evidence of a star evaporating the atmosphere of its giant planet. ■ NASA discovered a Jupiter-like planet around a star only 41 light years from Earth, suggesting that Jupiter’s role of reducing the impact threat to smaller planets in our own solar system (e.g., Earth) could be replicated elsewhere. ■ NASA-supported modeling of planet formation led to the expectation of extreme diversity among planets around other stars. ■ NASA obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, ASOThis APG also applies to Objective 5.9.

APGs that apply to this Objective also are reported in:

APG 3S3, 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.9 Understand the diversity of worlds beyond our solar system and searchfor those that might harbor life.

APGs that apply to this Objective also are reported in:

Objective 5.10 Discover what powered the Big Bang and the nature of the mysteriousdark energy that is pulling the universe apart.

APG 3S1: Earn external review rating of “green,” on average, on making progress in the following research focus areas: Identify dark matter [the matter in the universe that can be inferred but not directly seen using today’s astronomical techniques] and learn how it shapes galaxies and systems of galaxies. Determine the size, shape, age, and energy content of the universe. Rating: BlueAccomplishments NASA significantly exceeded this APG, as assessed by the Space Science Advisory Committee’s external review. ■ NASA-sponsored investigations used WMAP data to obtain a precise measurement of the age of the universe and relative amounts of matter, dark matter, and dark energy. ■ NASA-sponsored investigations used data from Far Ultraviolet Spectroscopic Explorer (FUSE), Chandra, Galaxy Evolution Explorer (GALEX), and HST to advance our understanding in many areas, including: nature of dark matter; role of dark matter in the distribution of galaxies; and causes of star formation.

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■ Obtained expected data from 100 percent of the operating missions supporting these research areas.Source Information • A report of the external expert review is available at http://spacescience.nasa.gov/adv/minutes/min0308.pdf. • Operating mission results are available at http://spacescience.nasa.gov/admin/pubs/03PerfRptSchedules.pdf.Responsible Enterprise(s),Theme(s) Space Science Enterprise, SEUThis APG also applies to Objective 5.12.

APGs that apply to this Objective also are reported in:

APGs 3S9, 3S10, and 3S11 under Objective 5.1.

Objective 5.11 Learn what happens to space, time, and matter at the edgeof a black hole.

In FY 2003, NASA achieved seven of seven annual

performance goals (APGs) under Goal 6. One APG wasexceeded significantly and received a “blue” rating.

Green 86%

Objective 6.1 Increase the number of elementary and secondary students and teacherswho are involved in NASA-related education opportunities.

Note: APGs 3Y25 and 3S12 are included under both Goal 6 and Goal 7.APG 3Y25: Share the excitement of NASA’s scientific discoveries and the practical benefits of Earth science to the public in promoting understanding of science and technology in service to the society. Success will equate to meeting 3 of 4 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting four of four performance indicators. 1 NASA sponsored 19 universities, colleges, and institutions of higher education through the Earth System Science Education Alliance to provide three online courses to: engage faculty and scientists in the development of Earth system science courses, curricula, and degree programs in science, liberal arts, and education; promote understanding of Earth system science; encourage communication and cooperation among teachers; and facilitate the use of exceptional classroom materials. 2 NASA developed content guidelines for the professional practice of Earth remote sensing and geospatial data by partnering with the American Society for Photogrammetry and Remote Sensing and the University of Mississippi to develop an online curriculum for remote sensing through the Workforce Development Education and Training program. 3 NASA provided several stories per month on scientific discoveries, practical benefits and/or new technologies sponsored by NASA’s Earth science program to 39 90-second radio programs highlighting NASA Earth System scientists and their research. The radio programs aired through the syndicated Earth & Sky radio series, broadcast internationally on Voice of America, American Forces Radio, World Radio Network, and Radio for Peace International. In addition, NASA’s Earth Observatory is a freely accessible publication on the Internet where the public can obtain new satellite imagery and scientific information about our home planet, especially Earth’s climate and environmental change. 4 NASA continued to train a pool of highly qualified scientists and educators in Earth science and remote sensing through the Earth System Science Fellowship Program and the New Investigator Program in Earth Science. The goal was to award approximately 140 graduate fellowships and approximately 25-30 New Investigator awards to recent Ph.D. recipients. In FY 2003, the programs awarded 153 graduate fellowships and 41 early-career awards to interdisciplinary scientists and engineers.Source Information • The Earth System Science Education Alliance is available at http://www.cet.edu/essea/. • Information on the Workforce Development Education and Training program is available at http://geoworkforce.olemiss.edu/.

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• The Earth & Sky radio Series is available at http://www.earthsky.com/Shows/NASA/index.html. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library /reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS, Education Enterprise, ED

APG 3S12: Earn external review rating of “green,” on average, on making progress in the following focus areas: Incorporate a substantial, funded education and outreach program into every space science flight mission and research program; Increase the fraction of the space science community that contributes to a broad public understanding of science and is directly involved in education at the pre-college level; Establish strong and lasting partnerships between the space science and education communities; Develop a national network to identify high-leverage education and outreach opportunities and to support long-term partnerships; Provide ready access to the products of space science education and outreach programs; Promote the participation of underserved and underutilized groups in the space science program by providing new opportunities for minorities and minority universities to compete for and participate in space science missions, research, and education programs; and Develop tools for evaluating the quality and impact of space science education and outreach programs. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA conducted more than 5,000 NASA-supported Space Science Education and Public Outreach (E/PO) activities events in all 50 states, the District of Columbia, and Puerto Rico—a more than 40 percent increase over the number of events conducted in FY 2002. ■ 1,260 NASA-affiliated space scientists, technologists, and support staff directly participated in space science E/PO activities in FY 2003—a more than 20 percent increase over the number who participated in FY 2002. ■ NASA supported more than 20 significant projects at minority universities, including 15 minority universities that were developing academic and/or research capabilities in space science under the Minority University and College and Education and Research Initiative (MUCERPI) in Space Science. ■ Provided a major space science presence at more than 20 national and 50 regional E/PO conferences, including ten national and 35 regional meetings of science teachers and four national and three regional meetings of organizations focused on minority participation in science. ■ More than ten NASA Space Science-sponsored exhibits or planetarium shows were on display or on tour at major science museums or planetariums across the country, including the Cosmic Questions and Hubble Space Telescope traveling exhibitions and the Northern Lights and Ringworld planetarium shows. ■ NASA developed and added a new capability to the online Space Science Education Resource Directory for ordering products in multimedia hardcopy forms for the reproduction and distribution of audiovisual and CD-based educational products. ■ The NASA Space Science Advisory Committee’s E/PO Task Force completed a major external review of the accomplishments of the Space Science E/PO program over the past five years. Lesley University continued its external study of the long-term effectiveness and educational impact of the Space Science program.

APG 3R16: To contribute toward maintaining a well-prepared workforce pipeline, all Enterprise program activities will establish and implement, or continue implementation of, an education outreach plan that results in an educational product. The product shall be consistent with the NASA Implementation Plan for Education and use program content to demonstrate or enhance the learning objectives. Rating: GreenAccomplishments NASA achieved this APG by establishing, implementing, or continuing implementation of, education plans that resulted in education products for all Enterprise program activities.Source Information • Copies of the signed education program plans are available from the Strategy, Communications and Program Integration Division at NASA Headquarters.Responsible Enterprise(s),Theme(s) Education Enterprise, ED, Aerospace Technology Enterprise

APG 3H23: Initiate the development and implementation of a formal and systematic mechanism to integrate HEDS latest research knowledge into the K-12/University classroom environment. Ensure the number of HEDS research projects, which are currently flying or scheduled to fly on the Space Shuttle and International Space Station, will be transferred to and made accessible to the education community. Enhance the formal and informal education programs through research, products, services, and distance learning technologies. Collaborate with other NASA education organizations and the external education community to ensure that HEDS-related educational materials and products are developed and made available to K-12 educators. Rating: GreenAccomplishments NASA achieved this APG by integrating research knowledge from several key Human Exploration and Development of Space (HEDS) educational programs into the K–12/University classroom. ■ NASA provided educators and students (K–4, 5–8, 9–12) with free weekly articles and lesson activities based on human space flight and aerospace technology content via the NASAexplores Web site. During FY 2003, the NASAexplores Web site logged over 20.2 million hits and over 500,000 unique computer addresses. The NASAexplores team conducted workshops for 188 educators and exhibited at conventions reaching over 20,000 attendees. ■ NASA provided HEDS-related subject matter and educational opportunities to students through the Distance Learning Outpost (DLO). DLO products and programs expose students to NASA Science, Technology, Engineering, and Mathematics (STEM) career possibilities and NASA-unique facilities and personnel through 50-minute educational modules that allow students and educators to have a live, interactive experience in the classroom. ■ NASA continued to engage students through the Spaceflight and Life Sciences Training Program for undergraduate students interested in learning how to design and conduct biological research and operations in space, and how to assess the environmental impacts of a launch site. ■ NASA promoted NASA scientific content and educational materials through the Propulsion Basics Initiative, through which teachers are trained in information and hands-on delivery techniques related to teaching propulsion basics, Newtonian physics, gravity, and scientific methods involving data collection and diagnostic testing.

APG 3CK4: Using NASA’s unique resources (mission, people, and facilities) to support educational excellence for all, NASA will support the Nation’s education goals by meeting 3 of the 4 indicators for this performance goal. Rating: GreenAccomplishments NASA achieved this APG by meeting four of four performance indicators. 1 The NASA education program achieved a customer service rating that exceeded the target of 4.3 on a five point rating scale. The average rating for all programs was 4.64. On specific aspects of the program, participants’ ratings were as follows: Program staff, 4.7; Recommendation, 4.66; Apply what was learned, 4.51; Valuable experience, 4.64; and Inspiring, 4.56. 2 NASA engaged and involved 5.2 million participants in NASA education programs. Of these, 1.4 million were participants in NASA education programs and 3.8 million were participants at NASA conferences, science centers, and other venues. 3 NASA increased the amount of education funding for Minority Universities to $83 million, including $49 million allocated to Historically Black Colleges and Universities and $34 million allocated to Other Minority Institutions. 4 NASA increased the number of refereed publications by Investigators and the number of research papers and presentations by students at Minority Universities. Principal Investigators (PIs) at minority institutions developed 577 peer reviewed research publications of which 270 included at least one student author. These PIs also delivered 1,131 research presentations, 653 of which included at least one student presenter.Source Information • http://www.education.nasa.gov.Responsible Enterprise(s),Theme(s) Education Enterprise, ED

Objective 6.2 Support higher education research capability and opportunities

that attract and prepare increasing numbers of students and faculty for NASA-related careers.

APG 3H24: Engage and collaborate with research universities (1) for joint generation of new knowledge in HEDS related areas, (2) for the advancement of the HEDS mission and development of cutting edge technical capabilities, and (3) for ensuring a high quality future workforce. Track the number of collaborative partnerships with research universities. Develop, utilize, and disseminate science, mathematics, and technology instructional materials based on HEDS unique missions and results, and to support the development of higher education curricula. Increase the number of opportunities for teachers and students to enhance their knowledge of HEDS and science, mathematics, technology, engineering and to enhance their skills through mechanisms such as internships, professional development workshops, and research opportunities. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA collaborated with research universities to improve the capacity of educational institutions to provide for the Nation’s future science and technology workforce requirements through award winning programs such as The KC-135 Student Flight Program. Data showed that 50 percent of all students involved in the KC-135 Student Flight program

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would join NASA if they were offered jobs. NASA records also indicate that program participants establish careers in NASA-related disciplines, go on to participate in other NASA programs, or become NASA civil servants or contractors. This program began as a way to interest students in science and technology, but it has been adopted by top engineering and science curricula in the Nation. Using the KC-135 Program as a template, Purdue has developed a course called Microgravity Studies which is designed to strengthen engineering skills, and the University of Kentucky is developing a graduate curriculum for Kentucky-funded microgravity studies. ■ NASA promoted its scientific content and educational materials through the Propulsion Basics Initiative, through which teachers are trained in information and hands-on delivery techniques related to teaching propulsion basics, Newtonian physics, gravity, and scientific methods involving data collection and diagnostic testing. ■ The Kennedy Space Center began building on the existing “Enter the Firing Room” Web site to develop a NASA-unique Web program titled, “Engineering Careers at the Launch Complex.” By utilizing the unique NASA Launch Control Center, students will be inspired by the role models provided, the activities they perform, and the real world applications to their academic careers. Teachers will be able to use the data to better explain “what a NASA engineer does.”Source Information • http://www.spaceflight.nasa.gov. • http:/nasaexplores.com. • http://education.jsc.nasa.gov/Educators/DLE.htm. • Education and outreach managers from NASA’s Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Education Enterprise, ED, Space Flight Enterprise

Objective 6.3 Increase the number and diversity of students, teachers, faculty andresearchers from underrepresented and underserved communities in NASA relatedSTEM fields.

APG 3B11: Provide information and educational materials to American teachers. Rating: BlueAccomplishments NASA significantly exceeded this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA developed and distributed electronic and printed educational materials to educational professionals that focused on biological and physical research and distributed these materials for at least three conferences and through the internet. a. NASA reached 70,000 practicing educators through workshops and exhibit participation in nine national educator conferences. b. NASA developed seven educator guides focusing on space research topics that correlate with a standards-based curriculum. c. NASA reached hundreds of university students through pre-service educators workshops. d. NASA provided science-based workshops for the 2003 Explorer Schools workshops. e. NASA provided Office of Biological and Physical Research (OBPR) workshops for NASA Aerospace Educator Specialist training. f. NASA continued ongoing communication with the Life Sciences Educator Network. g. NASA conducted Butterflies and Brassica Educator Workshops (train-the trainer model). ■ NASA provided students with electronic and printed materials and activities to support their biological and physical research.

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a. NASA held the “Dropping in a Microgravity Environment” competition; four teams qualified as finalists. b. NASA held the “Orbital Space Settlement” competition, which included entries from Austria, India, Japan, Romania and 12 U.S. states. c. NASA held the “Countdown to Launch” event and the STS-107 Student Launch. d. NASA developed schematics for building cost effective “educational hardware” supplements for OBPR educator guides to provide students with simulated laboratory tools for conducting space research lessons. e. NASA trained undergraduates in the science process through the Spaceflight and Life Sciences Training Program required for preparing an investigation for flight. f. NASA distributed copies of “Space Research and You,” a multi-media museum gallery presentation highlighting the science of STS-107, to museums and planetariums. g. NASA distributed the NASA Connect program, “Measurement, Ratios, and Graphing: Who Added the ‘Micro’ to Gravity," through public and cable broadcasting media. This program won a 2003 Regional Emmy in the Children/Youth Category. h. NASA reached over 800 people through the first Community Immersion Event, intended to target rural communities by holding community open houses and workshops for pre-service and practicing teachers in Missoula, Montana.Source Information • http://spaceresearch.nasa.gov.Responsible Enterprise(s),Theme(s) Education Enterprise, ED, Biological and Physical Research Enterprise

Objective 6.4 Increase student, teacher, and public access to NASA educationresources via the establishment of e-Education as a principal learning support system.

Note: APGs 3Y25 and 3S12 are included under both Goal 6 and Goal 7.APG 3Y25: Share the excitement of NASA’s scientific discoveries and the practical benefits of Earth science to the public in promoting understanding of science and technology in service to the society. Success will equate to meeting 3 of 4 performance indicators. Rating: GreenAccomplishments NASA achieved this APG by meeting four of four performance indicators. 1 NASA sponsored 19 universities, colleges, and institutions of higher education through the Earth System Science Education Alliance to provide three online courses to: engage faculty and scientists in the development of Earth system science courses, curricula and degree programs in science, liberal arts, and education; promote understanding of Earth system science; encourage communication and cooperation among teachers; and facilitate the use of exceptional classroom materials. 2 NASA developed content guidelines for the professional practice of Earth remote sensing and geospatial data by partnering with the American Society for Photogrammetry and Remote Sensing and the University of Mississippi to develop an online curriculum for remote sensing through the Workforce Development Education and Training program. 3 NASA provided several stories per month on scientific discoveries, practical benefits and/or new technologies sponsored by NASA’s Earth science program to 39 90-second radio programs highlighting NASA Earth System scientists and their research. The radio programs aired through the syndicated Earth & Sky radio series, broadcast internationally on Voice of America, American Forces Radio, World Radio Network, and Radio for Peace International. In addition, NASA’s Earth Observatory is a freely accessible publication on the Internet where the public can obtain new satellite imagery and scientific information about our home planet, especially Earth’s climate and environmental change. 4 NASA continued to train a pool of highly qualified scientists and educators in Earth science and remote sensing through the Earth System Science Fellowship Program and the New Investigator Program in Earth Science. The goal was to award approximately 140 graduate fellowships and approximately 25-30 New Investigator awards to recent Ph.D. recipients. In FY 2003, the programs awarded 153 graduate fellowships and 41 early-career awards to interdisciplinary scientists and engineers.Source Information • The Earth System Science Education Alliance is available at http://www.cet.edu/essea/. • Information on the Workforce Development Education and Training program is available at http://geoworkforce.olemiss.edu/.

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• The Earth & Sky radio series is available at http://www.earthsky.com/Shows/NASA/index.html. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library /reports.htm.Responsible Enterprise(s),Theme(s) Earth Science Enterprise, ESS, Education Enterprise, ED

APG 3S12: Earn external review rating of “green,” on average, on making progress in the following focus areas: Incorporate a substantial, funded education and outreach program into every space science flight mission and research program; Increase the fraction of the space science community that contributes to a broad public understanding of science and is directly involved in education at the pre-college level; Establish strong and lasting partnerships between the space science and education communities; Develop a national network to identify high-leverage education and outreach opportunities and to support long-term partnerships; Provide ready access to the products of space science education and outreach programs; Promote the participation of underserved and underutilized groups in the space science program by providing new opportunities for minorities and minority universities to compete for and participate in space science missions, research, and education programs; and Develop tools for evaluating the quality and impact of space science education and outreach programs. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA conducted more than 5,000 NASA-supported Space Science Education and Public Outreach (E/PO) activities events in all 50 states, the District of Columbia, and Puerto Rico—a more than 40 percent increase over the number of events conducted in FY 2002. ■ 1,260 NASA-affiliated space scientists, technologists, and support staff directly participated in space science E/PO activities in FY 2003—a more than 20 percent increase over the number who participated in FY 2002. ■ NASA supported more than 20 significant projects at minority universities, including 15 minority universities that were developing academic and/or research capabilities in space science under the Minority University and College and Education and Research Initiative (MUCERPI) in Space Science. ■ Provided a major space science presence at more than 20 national and 50 regional E/PO conferences, including ten national and 35 regional meetings of science teachers and four national and three regional meetings of organizations focused on minority participation in science. ■ More than ten NASA Space Science-sponsored exhibits or planetarium shows were on display or on tour at major science museums or planetariums across the country, including the Cosmic Questions and Hubble Space Telescope traveling exhibitions and the Northern Lights and Ringworld planetarium shows. ■ NASA developed and added a new capability to the online Space Science Education Resource Directory for ordering products in multimedia hardcopy forms for the reproduction and distribution of audiovisual and CD-based educational products. ■ The NASA Space Science Advisory Committee’s E/PO Task Force completed a major external review of the accomplishments of the Space Science E/PO program over the past five years. Lesley University continued its external study of the long-term effectiveness and educational impact of the Space Science program.

APG 3B12: Work with media outlets and public institutions to disseminate Biological and Physical Research Enterprise information to wide audiences. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA worked with Space Research Museum Network (SRMN, formerly Life Sciences Museum Network) members to explore opportunities to attract and engage public audiences: a. Twenty representatives of the SRMN attended training for use of “Space Research and You,” a multi-media, museum gallery presentation. b. Nine SRMN museums invited the public to view the launch of STS-107. c. Space Center Houston teamed with the Bioastronautics Advanced Life Support on a joint project, “The Lunar Growth Chamber.” d. NASA provided a working model of the Microgravity Sciences Glovebox for the opening of the traveling exhibit, “International Space Station: The Earth Tour.” The exhibit includes hands-on physics activities and a communication loop with simulated ground-controllers to give visitors the opportunity to experience the work conditions experienced by astronauts as they conduct research on orbit. e. NASA launched a two-year national tour that brings space research information to the general public through use of interactive exhibits. The tour, “NASA@Your Library,” is a partnership with NASA’s Office of Biological and Physical Research (OBPR), the American Library Association, and Apple Computers. f. NASA participated in Space Day 2003 events in partnership with science centers and schools. g. NASA supported major Centennial of Flight Events with exhibits and materials. h. NASA brought current research news to general and science-interested audiences weekly through Science@NASA.gov. ■ NASA made information on NASA’s Research Partnership Centers (RPC, formerly Commercial Space Centers) and other ongoing research activities available to wide audiences: a. NASA continued to provide a complete view of NASA’s Space Product Development (SPD) program from the initial introduction and program goals to successes and links to each of the RPCs through the NASA SPD Office Web site, http://spd.nasa.gov. b. NASA continued ongoing dissemination of OBPR research through the Science@NASA Web site. c. NASA featured SPD research via two major media campaigns. The first highlighted the experiments conducted during STS-107 and included a video file, live television and radio interviews with scientists, and news releases with photographs. The BIO2003 conference was the focus of the second media campaign. This campaign included interviews and exhibits at the conference and a media workshop attended by biotechnology reporters including representatives from U.S. Medicine, 21st Century Technology, The Financial Times, Nature Biotechnology, and United Press International.

APG 3H21: Conduct HEDS related Education and Outreach Programs to improve the engagement/ involvement of the formal education, informal education, and the general public communities. Revise and implement action plans for the Education and Outreach Programs. Continuously evaluate HEDS Education and Outreach Programs and events to provide information about their effectiveness in meeting identified goals. Rating: GreenAccomplishments NASA achieved this APG by participating in, sponsoring, or producing thousands of educational and outreach activities, including more than 300 educational conferences, 200 Space Flight Awareness events, 500 exhibits, 700 speaker’s bureau engagements, 3,000 astronaut appearances, 30 International Space Station (ISS) downlinks, 800 new education/outreach products, and hundreds of Web site opportunities that engaged the formal and informal education communities as well as the general public all over the world. Traveling exhibits reached millions of people in almost all 50 states, including the ISS Trailers, which visited 21 cities and attracted over 92,000 visitors. The Space Shuttle Launch Experience reached over a half-million people.Source Information • http://www.spaceflight.nasa.gov. • http:/nasaexplores.com. • http://education.jsc.nasa.gov/Educators/DLE.htm. • http://education.jpl.nasa.gov/resources/index.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS, SSP, ISS

APG 3H22: Expand public access to HEDS missions information (especially International Space Station) by working with industry, academia, and the media to create media projects and public engagement initiatives that allow “firsthand” public participation using telepresence for current missions, and virtual reality or mock-ups for future missions beyond Earth orbit. Rating: GreenAccomplishments NASA achieved this APG by participating in more than 100 outreach/museum activities, 500 media events, 300 press conferences, 3,000 television live shots, and between April 29 and August 6, 2003, conducted 31 interviews and messages from the ISS. Event examples included interviews with major domestic and international media outlets, NASA Visitor Center welcome messages, educational events with schools and students, and special Agency initiative messages, including those for the Centennial of Flight. Today’s live shots/satellite tour with Astronaut Franklin Chang-Diaz reached major Spanish- and English-speaking markets. NASA also developed a seamless education/outreach website presence that generated billions of Web site hits.Source Information • http://www.spaceflight.nasa.gov. • http://spaceflight.nasa.gov/station/index.html. • http://spaceflight.nasa.gov/realdata/tracking/index.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS, SSP, ISS

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APG 3CK1: Share the experience of expanding the frontiers of air and space with the public and other stakeholders by meeting 4 of the 5 indicators for this goal. Rating: GreenAccomplishments NASA achieved this APG by meeting four of five performance indicators. 1 NASA sponsored and provided more than 1,200 educational and media events for the public featuring traveling exhibits showcasing NASA programs, research efforts and technological discoveries, as well as more permanent attractions easily accessible to the public at the visitor centers located at many NASA Centers across the United States. 2 NASA officials and astronauts conveyed information on NASA activities through the most used media in America—television—through more than 3000 appearances during the year. 3 NASA produced for the public 11 new historical publications about NASA’s work and achievements, establishing and chronicling the Agency’s historical perspective. 4 NASA produced/reprinted commercially The Mission Transcript Collection: U.S. Human Spaceflight Missions from Mercury Redstone 3 to Apollo 17.Source Information • To Reach The High Frontier: A History of U.S. Launch Vehicles, Roger D. Launius and Dennis R. Jenkins, editors. The University Press of Kentucky, 2002. • Looking Backward, Looking Forward: Forty Years of U.S. Human Spaceflight, Stephen J. Garber, editor. 2002. • http://history.nasa.gov. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible NASAHeadquarters Office NASA History Office

APG 3CK2: Inform, provide status, enthuse, and explain results, relevance and benefits of NASA’s programs by meeting 2 of the 3 indicators for this goal. Rating: BlueAccomplishments NASA significantly exceeded this APG. 1 NASA created over 20 new on-line exhibits on the NASA History Web page including: a. NASA Office of Defense Affairs: The First Five Years; b. Evolution of the Solar System; c. The Saturn Illustrated Chronology; d. Spacelab: An International Short-Stay Orbiting Laboratory; e. NASA Sounding Rockets, 1958-1968: A Historical Summary; f. Report of the Apollo 13 Review Board (a.k.a. The Cortright Commission); g. Uplink-Downlink: A History of the Deep Space Network 1957-1997; h. The Long Duration Exposure Facility (LDEF): Mission 1 Experiments; i. Biomedical Results of Apollo; j. What Made Apollo a Success?; k. Science in Orbit: The Shuttle & Spacelab Experience: 1981–1986; l. Origins of NASA Names; m. Flight Research at Ames; n. The Planetary Quarantine Program: Origins and Achievements, 1956–1973; o. Engineer in Charge: A History of the Langley Aeronautical Laboratory, 1917–1958; p. Spaceflight Revolution: NASA Langley Research Center From Sputnik to Apollo; q. Exploring the Unknown: Selected Documents in the History of the U.S. Civil Space Program, Volume III: Using Space; r. Exploring Space with a Camera; s. Aerospace Food Technology; and t. The Apollo 16 Flight Journal.

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2 NASA’s History Office surpassed the standard for timely and effective response to the public by responding to more than 200 monthly email inquiries within seven days 95 percent of the time.Source Information • NASA Office of Defense Affairs: The First Five Years is available at http://history.nasa.gov/HHR-32/HHR-32.htm. • Evolution of the Solar System is available at http://history.nasa.gov/SP-345/sp345.htm. • The Saturn Illustrated Chronology is available at http://history.nasa.gov/ MHR-5/cover.htm. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library/ reports.htm.Responsible NASAHeadquarters Office NASA History Office

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In FY 2003, NASA achieved or exceeded 19 of 25 annual

performance goals (APGs) under Goal 8. Three APGssaw significant progress and received a “yellow” rating. Inthe other three APGs, the goal was either not met, and thusassigned a “red” rating, or postponed by managementdirective and assigned a “white” rating. Green 64%

Note: The budget amendment submitted by the President to Congress on November 13, 2002, cancelled APGs 3R6 to 3R9and created six APGs under the Space Launch Initiative Theme, labeled 3SLI1 to 3SLI6.

APG 3SLI1: The Orbital Space Plan (OSP) Program Level 1 requirements will be approved by the Agency, establishing the critical top-level specifications that the OSP system must meet. Rating: GreenAccomplishments NASA achieved this APG. NASA Headquarters’ Executive Council approved the OSP Level 1 requirements in January 2003. The Level 1 requirements were extensively reviewed by outside sources as well as across NASA Enterprises. The OSP Program Office placed the requirements under configuration control.Source Information • A summary of OSP Program Level 1 requirements is available at http://www.slinews.com/ospreq1.html.Responsible Enterprise(s),Theme(s) Aerospace Technology, SLI

APG 3SLI2: Formal agreements with the International Space Station Program and the Kennedy Space Center Launch Services Provider will be established, ensuring an integrated developmental effort of the Orbital Space Plane system. Rating: GreenAccomplishments NASA achieved this APG by obtaining signature approval on the following agreements: ■ The ISS Port Utilization Agreement; and ■ The OSP/ISS Interface Definition On-Orbit Hardware Operational Responsibility, Maintenance, Sustaining Engineering and Design Agreement.Source Information • An executive summary is available at http://www.ospnews.com/osp_srr.pdf.Responsible Enterprise(s),Theme(s) Aerospace Technology, SLI

APG 3SLI3: The design of the Demonstration of Autonomous Rendezvous Technology (DART) flight demonstrator will be certified and the verification approach will be approved, completing a key step toward the demonstration of a critical autonomous rendezvous technology for the Orbital Space Plane system. Rating: GreenAccomplishments NASA achieved this APG when DART successfully completed the Design Certification Review (DCR) on July 31, 2003 and included approval of the verification approach. Results of the

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DCR are documented and available through the DART Project Managers Office at Marshall Space Flight Center. The FY 04 flight demonstration for DART is scheduled for October 18, 2004.Source Information • A summary of minutes from OSP DART Pre-Board Meetings is available at http://www1.msfc.nasa.gov/NEWSROOM/news/releases/2003/03-145.html.

APG 3SLI4: An Integrated Technology Plan (ITP) will be developed for the Next Generation Launch Technology Program, establishing the investment strategy to guide future space-transportation investment decisions. Rating: GreenAccomplishments NASA achieved this APG with the completion of the Initial Integrated Technology Plan (ITP); a cooperative effort between NASA and DoD organizations. The ITP includes both NASA and DoD technology needs and is now the baseline for defining the technology investment strategies for the National Aerospace Initiative (NAI), as well as the Next Generation Launch Technology (NGLT) Program. The ITP will be reviewed and updated annually.Source Information • A summary is available at http://www.ngltnews.com/nai.html.Responsible Enterprise(s),Theme(s) Aerospace Technology, SLI

APG 3SLI5: The conceptual design of the Rocket-Based Combined Cycle (RBCC) ground-test engine will be completed, paving the way toward ground demonstration of an air-breathing propulsion system for hypersonic flight. Rating: GreenAccomplishments NASA achieved this APG with the Conceptual Design Review (CoDR) of the Rocket-Based Combined Cycle (RBCC)/Integrated Systems Test of an Air-breathing Rocket (ISTAR) ground test engine (GTE). The conceptual design was thoroughly reviewed by a technical team consisting of representatives of MSFC, GRC, LaRC, and the three companies of the RBCC Consortium.Source Information • A summary is available at http://www.ngltnews.com/istar.html.Responsible Enterprise(s),Theme(s) Aerospace Technology, SLI

APG 3SLI6: Testing of advanced injectors for a hydrocarbon-fueled rocket engine will be performed, demonstrating progress toward development of a million-pound-thrust-class prototype engine. Rating: GreenAccomplishments NASA achieved this APG by testing configurations of liquid/liquid preburner injector elements and gas / liquid main chamber injectors in the Single Element Test Rig at the Santa Susana Test Facility in California. Data was used to select the primary and secondary configurations for the RS-84 engine design.Source Information • A results summary is available through the NGLT Program Office at Marshall Space Flight Center.Responsible Enterprise(s),Theme(s) Aerospace Technology, SLI

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APG 3H5: Assure public, flight crew, and workforce safety for all Space Shuttle operations, measured by the following: Achieve zero type A (damage to property at least $1M or death) or B (damage to property at least $250K or disability). Achieve an average of 8 or fewer flight anomalies per Space Shuttle mission. Rating: RedAccomplishments NASA failed to achieve this APG due to the occurrence of one type A and one type B mishap: ■ The type A mishap refers to the STS-107 accident. ■ The type B mishap refers to damage to the Remote Manipulator System (i.e., Shuttle’s robotic arm) from contact with the platform, which occurred in November 2002. This mishap resulted in $300,000 worth of damage. ■ NASA identified the following flight anomalies for Space Shuttle missions: a. Three in flight anomalies (IFAs) were identified for STS-112 and eight for STS-113. b. Five IFAs were baselined for STS-107. Only three out of six scheduled missions flew in FY 2003.Corrective Actions ■ On February 1, 2003, the Space Shuttle Columbia and her 7-member crew were lost during reentry. The cause of this accident was foam impacting the Orbiter wing during launch and causing a crack that resulted in the breakup of the vehicle as it returned to Earth. The Columbia Accident Investigation Board (CAIB) Report has provided NASA with the roadmap for moving forward with our return to flight efforts. NASA accepts the findings of the CAIB, we will comply with the Board’s recommendations, and we embrace the Report and all that is included in it. ■ Corrective actions for the type B mishap with the RMS include clarification of roles in payload processing, improved pre-task briefing, and the addition of appropriate warnings on hardware.Source Information NASA’s Implementation Plan for Return to Flight and Beyond is available at http://www.nasa.gov/columbia/home/index.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP

APG 3H6: Safely meet the FY 2003 manifest and flight rate commitment. Annual performance goal is measured for Space Shuttle performance only. Achieve 100 percent on-orbit mission success for all flights in FY 2003. For this metric, mission success criteria are those provided to the prime contractor (SFOC) for purposes of determining successful accomplishment of the performance incentive fees in the contract. Rating: RedAccomplishments NASA failed to achieve this APG because not all Space Shuttle flights in FY 2003 met the 100 percent on-orbit mission success criteria. STS-112 achieved 101 percent mission success, as all major mission objectives were accomplished and nearly all get-ahead tasks were completed. STS-113 also achieved 101 percent mission success, as all major mission objectives were accomplished and some get-ahead tasks were completed. STS-107 achieved 32 percent of SpaceHab operations, 64 percent for Fast Reaction Experiments Enabling Science, Technology, Applications and Research (FREESTAR) operations, and 100 percent for Extended Duration Orbiter (EDO) pallet operations.Corrective Actions On February 1, 2003, the Space Shuttle Columbia and her seven-member crew were lost during reentry. The cause of this accident was foam impacting the Orbiter wing during

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launch and causing a crack that resulted in the breakup of the vehicle as it returned to Earth. The Columbia Accident Investigation Board (CAIB) Report has provided NASA with the roadmap for moving forward with our return to flight efforts. NASA accepts the findings of the CAIB, we will comply with the Board’s recommendations, and we embrace the Report and all that is included in it.Source Information • Information on mission accomplishments is available at http://spaceflight.nasa.gov/ shuttle/archives/index.html. • NASA’s Implementation Plan for Return to Flight and Beyond is available at http://www.nasa.gov/columbia/home/index.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP

APG 3H8: Have in place a Shuttle safety investment program that ensures the availability of a safe and reliable Shuttle system for International Space Station assembly and operations. Meet the major FY 2003 Space Shuttle Safety Upgrade milestones. For this metric, major milestones are defined to be the Preliminary Design Review dates, Critical Design Review dates, Ready dates for upgrade installation/integration with flight hardware/software, and Ready dates for first flight. Rating: GreenAccomplishments NASA achieved this APG by holding Critical Design Reviews (CDR) for flight hardware, displays, and abort monitor flight software. CDRs for Wheel and Pressure Transducer (part of the Tire/Wheel upgrade project) also were held. Initial construction on the Friction Stir Weld began. The Cockpit Avionics Upgrade system CDR was deferred until September.Source Information • An overview of the Space Shuttle Service Life Extension Program (SLEP) is available under the APG3H8 link at http://www.hq.nasa.gov/osf/metrics.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP

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Space Flight Operations Contract and is assessing possible courses of action. In addition, we are engaging in dialogue with the current contractor, United Space Alliance, and potential competitors.Corrective Actions NASA will resume this activity following consideration of the Report of the Columbia Accident Investigation Board.Source Information • More information on this data is available through the Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP

APG 3H25: Space Shuttle supports exploration by transporting payloads, logistics, and crew to the International Space Station. Achieve 100 percent on-orbit mission success for all flights in FY 2003. For this metric, mission success criteria are those provided to the prime contractor (SFOC) for purposes of determining successful accomplishment of the performance incentive fees in the contract. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. Only three out of six scheduled missions flew in FY 2003. STS-112 achieved 101 percent mission success due to the accomplishment of all major mission objectives and nearly all get-ahead tasks. STS-113 also achieved 101 percent mission success due to the accomplishment of all major mission objectives and some get-ahead tasks.Corrective Actions All Shuttle flights are on hold due to the Columbia accident. Delays and adjustments to the ISS assembly schedule have resulted from not being able to fly five scheduled ISS missions in FY 2003.Source Information • Information on mission accomplishments is available at http://spaceflight.nasa.gov/ shuttle/archives/index.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP

Objective 8.4 Assure capabilities for world-class research on a laboratory in

low Earth orbit.

APG 3H2: Provide for science and technology research on the International Space Station a minimum average of five mid-deck lockers for each Space Shuttle mission to the ISS and maintain 80 percent availability of Space Station resources to support science and technology research. Demonstrate that an average of five mid-deck lockers was used to support research for each Space Shuttle mission going to the International Space Station (source International Space Station manifest). Formulate a customer survey that measures customer satisfaction of available Space Station resources to ISS researchers. Determine if adequate resources were available to the science and technology researchers conducting experiments on the International Space Station. Conduct a customer survey of International Space Station researchers at the conclusion of their research on Space Station (80 percent customer satisfaction on available resources = green). Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. ■ Through January 2003, an average of seven Shuttle mid-deck locker equivalents were used to support research mission requirements for the ISS. After the Columbia accident, Russian Progress and Soyuz vehicles were used for station resupply and crew rotation. As a result, research upmass (payload weight) was limited to up to 100 kg per flight. This reduction in upmass was directly attributable to the loss of Columbia and was beyond the program’s control.

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■ A customer survey was developed for the ISS. At the time of Columbia, the ISS program had begun instituting processes and procedures to further improve customer service to the ISS research community. Despite the effects of Columbia on the ISS schedule and research community, the program increased its positive customer satisfaction rating from 60 percent in FY 2002 to 72 percent in FY 2003.Corrective Actions Once Shuttle return to flight is achieved, NASA will develop a revised ISS assembly sequence to include new allocations for research payloads. The return to flight of the Space Shuttle will also provide the required upmass and downmass to utilize the full scientific capabilities of the ISS. NASA will continue to conduct customer surveys to gather data and lessons learned for existing research processes.Source Information • Information on mission accomplishments is available at http://iss-www.jsc.nasa.gov/ss/issapt/payofc/.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SSP, ISS

APG 3H12: Demonstrate and document the International Space Station program progress and readiness at a level sufficient to show adequate support of the assembly schedule. Conduct monthly status reviews to show maturity and preparation of flight readiness products. Maintaining 80 percent of defined activities are within scheduled targets. Rating: GreenAccomplishments NASA achieved this APG by completing over 95 percent of flight readiness products within original targets through January 2003. After the Columbia accident, the ISS program deferred some flight readiness products, but most continued development up to the point at which firm Shuttle launch parameters were required. Throughout the remainder of FY 2003, 87 percent of these flight products were completed within scheduled targets.Source Information • A flight-readiness summary for upcoming flights is available under the annual performance goal 3H12 link at http://www.hq.nasa.gov/osf/metrics.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, ISS

APG 3H15: Develop and execute a management plan and open future Station hardware and service procurements to innovation and cost-saving ideas. Rating: GreenAccomplishments NASA achieved this APG by fully implementing the ISS management plan. A new management structure is in place, with the program manager reporting directly to NASA Headquarters and a new management information system reporting program performance, trends, and monthly assessment results. The program baseline is captured in a cost analysis requirements description, and two independent cost estimates confirmed the credibility of NASA’s life cycle cost projection. A new, integrated work breakdown structure

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and corresponding cost breakdown structure are being employed, and program performance and cost risks are being assessed monthly using new performance measurement and early warning systems. Program budget reserves are held by NASA Headquarters to control baseline content and respond to emergent requirements, and a contract strategy for the program’s operations phase is being implemented with the first contract awards expected in FY 2004.Source Information • A summary of ISS program performance is available under the annual performance goal 3H15 link at http://www.hq.nasa.gov/osf/metrics.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, ISS

Objective 8.5 Provide services for space communications, rocket propulsion testing,and launch in support of NASA, other government agencies and industry.

APG 3H3: Provide reliable launch services for approved missions. NASA success rate at or above a running average of 95 percent for missions noted on the Flight Planning Board manifest and launched pursuant to commercial launch service contracts. Rating: BlueAccomplishments NASA significantly exceeded this APG by successfully completing all eight NASA- managed Expendable Launch Vehicle launches of primary payloads. This brings the NASA running average to 67 successes out of 68 attempts from FY 1987—a 98.5 percent success rate.Source Information • The flight history of NASA payloads is available at https://extranet.hq.nasa.gov/elv/IMAGES/lh.pdf.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS

APG 3H4: Provide reliable space communication services for Space Science and Earth Science missions be consistent with program and project requirements. Achieve at least 95 percent of planned data delivery for space flight missions. Rating: BlueAccomplishments NASA significantly exceeded this APG by delivering greater than 99 percent of planned data as part of the Space Communications Program.Source Information • Monthly program management reviews, including operations metrics reports for space science and Earth science are available through the Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS

APG 3H10: HEDS Enterprise will work with the Second Generation Program to define available opportunities to utilize Office of Space Flight assets to test 2nd Generation Reusable Launch Vehicle enabling technologies. HEDS shall: Develop comprehensive list of test environments and associated test specimen size that can be accommodated. Define available window(s) of opportunity. Participate in Second Generation Program technical interchange meetings. Attend quarterly SLI and Space Transportation reviews. Rating: GreenAccomplishments NASA achieved this APG by transferring advanced propulsion technology research from the Space Launch Initiative (SLI) program to the NGLT program; and by participating in all NGLT quarterly reviews to update its current Advanced Systems, Technologies, Resources, and Analysis (ASTRA) work breakdown structure and associated roadmaps.

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APG 3H14: Space Communications performance metrics for each Space Shuttle and International Space Station mission/expedition will be consistent with detailed program and project operations requirements in project Service Level Agreements. Achieve at least 95 percent of planned data delivery for each Space Shuttle mission and International Space Station expedition. Rating: BlueAccomplishments NASA significantly exceeded this APG by delivering greater than 99 percent of planned data as part of the Space Communications Program.Source Information • Monthly program management reviews, including operations metrics reports for human spaceflight facilities are available through the Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS

APG 3H16: The Space Communications program will conduct tasks that enable commercialization and will minimize investment in government infrastructure for which commercial alternatives are being developed. Increase the percentage of the space operations budget allocated to the acquisition of communications and data services from the commercial sector from 15 percent in FY 2001 and 20 percent in FY 2002 to 25 percent in FY 2003. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. Based on contractor- provided reports, the Space Communications Program utilized 22 percent of its Consolidated Space Operations Contract (CSOC) budget for commercialization services not the 25 percent as targeted. NASA increased the ground stations and voice and video teleconferencing commercial services despite the fact that anticipated ground network commercialization in Merritt Island Launch Area (MILA) and Alaska was not realized.Corrective Actions This APG was established for the CSOC contract and will be cancelled for next year. The Alaska ground network commercialization initiative will be accomplished in FY 2004.Source Information • Center budget documents and from Space Operations Management Office commercialization plan measurements are available through the Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS

APG 3H17: Establish mechanisms to enable NASA access to the use of U.S. commercially developed launch systems. Assure that NASA launch service contracts include annual on-ramps for newly developed commercial launch services as they meet NASA’s risk mitigation policy. Rating: GreenAccomplishments NASA achieved this APG through its active launch service contracts. NASA received and evaluated one proposal for new launch service capabilities under the bi-annual NASA Launch Services on-ramp provision.Source Information • The NASA Launch Services contract request for proposals, including on-ramp provisions, is available at http://www.ksc.nasa.gov/procurement/nls/index.html. • The NASA Acquisitions Internet Service Web site is available at http://prod.nais.nasa.gov/cgi-bin/nais/index.cgi.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS

APG 3H19: Increase collaboration in space commerce with a variety of industry, academia and non-profit organizations. Materially participate in the development and issuance of a NASA-wide enhanced space commerce strategy document; and produce formal documents that demonstrate serious potential collaboration with at least three private sector companies. Rating: GreenAccomplishments NASA achieved this APG by continuing to refine the nature of partnerships between the Agency and the private sector in order to better align efforts to enable the commercial development of space with those that further the overall NASA mission and vision. Given this focus on public-private partnerships that add value to NASA’s programs, the Agency began a thorough review of its previous strategy for the enhancement of space commerce. During this review, NASA continued to support and expand upon cooperative activities between NASA and its industrial, academic, and non-profit partners. Examples include: a) the airing of solicitations through the Small Business Innovative Research (SBIR) and Small Business Technology Transfer (SBTT) programs, which allow small businesses the opportunity to compete for advanced technology contracts that will be useful in Government projects, and; b) the continued use of commercial launch services (see APG 3H17 above) and negotiations with potential alternate launch providers such as Kistler Aerospace.Source Information • NASA’s commercial development of space activities and Launch Services contract request for proposals are available at http://www.commercial.nasa.gov/. • http://sbir.gsfc.nasa.gov/SBIR/SBIR.html.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS.

APG 3H9: HEDS will collaborate with NASA’s Office of Human Resources and Education, and Second Generation Program Office to establish and implement an agency wide training program for employees that support the Space Launch Initiative needs. The training program will communicate and document “lessons learned” from other major technology development and operational programs. “Lessons learned” would be based on but not limited to both government and contractor experience on the Space Shuttle program, Saturn program, and other commercial launch vehicle programs. Rating: GreenAccomplishments NASA achieved this APG by developing the NASA Academy of Program and Project Leadership (APPL), a research-based organization that serves project practitioners by providing products and services that manage risk, maximize human capital, contain cost, maintain project schedules, develop high-performance teams, and promote mission success. The APPL program supports the President’s Management Agenda by providing

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training to the Space Launch Initiative and other program offices in order to develop leaders capable of inspiring, mentoring, and guiding project teams; by improving team performance; and by facilitating Agency-wide sharing of lessons learned and knowledge capture of best practices. The APPL curriculum draws information in the NASA Lessons Learned Information System (LLIS, a database of lessons learned from contributors across NASA and other organizations) and the Corrective Action Tracking System (CATS, used to support the life cycle management of non-conformances and observations).Source Information • Information on the APPL training program can be found at http://appl.nasa.gov/home/. • Information on LLIS can be found at http://llis.nasa.gov/.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, SFS.

APG 3B1: Earn external review rating of “green” or “blue” by making progress in the following research focus areas: identify and test biomedical countermeasures that will make space flight safer for humans, and identify and test technologies that will enhance human performance in space flight. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review. ■ NASA completed an experiment on ISS Increment six to determine whether pulmonary edema occurs in spaceflight. This experiment studied the effect of long-term exposure to microgravity and the effects of Extra Vehicular Activity (EVA) on pulmonary function. ■ NASA completed approximately 75 percent of required data (flight activities as of ISS Increment six) for the Kanas-Psychosocial study that will provide knowledge for the improvement of psychological well being of ground and flight crews for ISS. The study characterizes important interpersonal factors that may affect crew performance (such as tension, cohesion, and leadership roles), the relationship between space crews and mission control personnel on Earth, and the influence of cultural and language background on the interpersonal climate during ISS missions. ■ NASA maintained a cutting-edge research program in Biomedical Research and Countermeasures and in Advanced Human Support Technology by sponsoring 272 investigations in bioastronautics research. Investigations were selected from investigator- initiated, peer-reviewed solicitations (both ground and flight), National Space Biomedical Research Institute, and the Advanced Human Support Technologies. ■ NASA and the Department of Energy completed a construction review of the NASA Space Radiation Laboratory (NSRL) to enable investigators to perform research using heavy ion radiation. (Note: NSRL was formerly named the Brookhaven Booster Application Facility.) Commissioning experiments involving ten principal investigators (PI) began in July 2003. A peer-review process selected 29 individual investigators for the first operational runs. ■ Although all data from the in-flight portion of STS-107 Biomedical Experiments was considered lost, reviewed investigations, notified PIs of future actions, and completed closeout activities. Associated ground studies, or partial re-flight of experiments, will be used to complete publishable portions of the experiments. ■ NASA gathered data from experiments using the Human Research Facility on ISS. During FY 2003, 11 Biomedical experiments were active on ISS. ■ NASA produced and published Biomedical research discoveries in mainstream peer-reviewed archival journals. Bioastronautics Investigators published, on average, six journal articles per month.

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■ NASA published three results papers of Bioastronautics experiments conducted during early ISS Increments (1 through 6) in peer-reviewed journals.Source Information • The Office of Biological and Physical Research Web site, available at http://spaceresearch.nasa.gov. • A list of all experiments using the Human Research Facility is available at http://hrf.jsc.nasa.gov/. • “Effect of short- and long-duration spaceflight on QTc intervals in healthy astronauts,” American Journal of Cardiology, 91(4). February 2003. D’Aunno DS, Dougherty AH, DeBlock HF, Meck JV. • Additional sources for this APG are available at http://www.ifmp.nasa.gov/codeb/library /reports.htm.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR

Objective 9.2 Develop new human support systems and solutions to low gravity techno-logical challenges to allow the next generation of explorers to go beyond low Earth orbit.

APG 3B2: Earn external review rating of “green” or “blue” by making progress in the following research focus area: identify and test new technologies to improve life support systems for spacecraft. Rating: GreenAccomplishments NASA achieved this APG, as assessed by the Biological and Physical Research Advisory Committee’s external review by achieving a 40 percent reduction in the projected mass of a life support flight system compared to the system baselined for ISS. Risk mitigation accomplishments for a Sabatier reactor for ISS, including design of a long life compressor and a gas-water separator, along with substantial progress on the Vapor Phase Catalytic Ammonia Removal system, contributed to the reduction.Source Information • http://advlifesupport.jsc.nasa.gov/.Responsible Enterprise(s),Theme(s) Biological and Physical Research Enterprise, BSR

Objective 9.3 Demonstrate the ability to support a permanent human presence in lowEarth orbit as a stepping-stone to human presence beyond.

No APGs allocated to this objective in FY 2003.

APG 3H1: The HEDS Advanced Programs office works collaboratively with other NASA Enterprises and Field Centers on advanced planning activities to leverage available resources in advanced technologies that will enable safe, effective, and affordable human/robotic exploration. NASA Exploration Team (NEXT) will produce and distribute an annual report documenting advanced planning activities and advanced technology advancement. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant. NASA is finalizing development of an Integrated Space Plan (ISP) that will address key technology research priorities necessary for future space exploration missions. The ISP will be released in February 2004.Source Information • Information on the ISP can be obtained through the Office of Space Flight at NASA Headquarters.Responsible Enterprise(s),Theme(s) Space Flight Enterprise, ISS, SFS

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Goal 10: Enable revolutionary White 20%capabilities through new technology.In FY 2003, NASA achieved four of five annualperformance goals (APGs) under Goal 10. Due tomanagement decisions to cancel some programs, one APGwas not achieved, and received a “white” rating.

Green 80%

Objective 10.1 Improve the capability to assess and manage risk in the synthesisof complex engineering systems.

APG 3R11: Complete development of an organizational risk model and establish initial high dependability computing testbeds and tools as defined in the following indicators. Rating: GreenAccomplishments NASA achieved this APG. 1 Process and Concept Innovation: NASA completed an initial organization risk model by collecting data (from observation, surveys, and analysis) from three different NASA organizations and constructing computational models of the organizations. 2 Validation and Implementation: a. The High Dependability Computing Project (HDCP) delivered and demonstrated two high-dependability operational testbeds that serve as analogues to JPL’s MARS Mission Data Systems for coordinated flight control and ground operation support software. b. NASA demonstrated certifiable program synthesis technology that enables product- oriented certification, rather than certification for flight, based on traditional methods. 3 Advanced Engineering and Analysis Technologies: NASA validated nonlinear structural analysis tools.Source Information • Reports on the organizational risk model work (i.e., program and project milestone reports; literature reviews; ethnographic analysis; computational modeling; survey design; and decision theory/choice capture) can be found in the Engineering for Complex Systems archive available at http://ecs.arc.nasa.gov/resandarch.html. • Information on HDCP’s efforts is available at http://www.hdcp.org/index.html and a list of HDCP-related publications is available at http://www.hdcp.org/Publications/index.html.Responsible Enterprise(s),Theme(s) Aerospace Technology, MSM

Objective 10.2 Create system concepts and demonstrate technologies that will enablenew science measurements and scientific missions.

APG 3R10: Complete initial component tests to provide data for evaluating feasibility of key concepts by completing all of the following indicators. Rating: WhiteAccomplishments NASA cancelled this APG.Corrective Actions The investigation of some of the revolutionary propulsion system concepts may be selected via broadly-competed NASA Research Announcements.

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Source Information • More information about this APG can be obtained through the Office of Aerospace Technology at NASA Headquarters.Responsible Enterprise(s),Theme(s) Aerospace Technology, MSM

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g. NASA fabricated proof-of-concept electronic circuits on membrane. ■ Space Environments and Effects: a. NASA developed a physics-based meteoroid environment flux model for the inner solar system. b. NASA completed joint NASA/U.S. Air Force development of NASACAP-2K spacecraft charging model. c. NASA determined the electrical properties for a wide array of spacecraft materials and integrated data into spacecraft charging models. d. NASA developed a semi-empirical engineering model of electrons and ions that included the thermal plasma distributions as well as bulk flow effects in the distant magnetotail. e. NASA developed and published the low Earth orbit Spacecraft Charging Guidelines Document. f. NASA developed an initial version of thin-film materials knowledgebase.Source Information • NASA’s Aerospace Technology Program Management Accomplishment System is available at https://extranet.hq.nasa.gov/pmas_pro/frontdoor.cfm. • Space Environments and Effects Program information is available at http://see.msfc.nasa.gov.Responsible Enterprise(s),Theme(s) Aerospace Technology, MSM

APG 3MS2: Continue to take advantage of opportunities for improved contract management by maintaining a high proportion of Performance Based Contracts (PBCs). Rating: GreenAccomplishments NASA achieved this APG. ■ The Agency exceeded its performance-based contracting goal of 80 percent of contract obligations. As of August 31, 2003, actual accomplishment was 86.9 percent of contract obligations (Office of Procurement). ■ NASA uses competitive merit review to ensure the quality of its research programs. In FY 2003, the Earth Science Enterprise used peer review to award 87 percent of its funding for scientific research. The Space Science Enterprise awarded 96 percent of its research funding via peer review. The Office of Biological and Physical Research awarded 92 percent. However, there are cases where innovative, interesting research can be funded to help reach NASA’s goals. Therefore, NASA allows for 20 percent or less of its research to be awarded non-competitively (Office of the Chief Scientist).Source Information • http://ec.msfc.nasa.gov/hq/library/metrics/PBC.pdf.Responsible NASAHeadquarters Office Office of Procurement, Office of the Chief Scientist

APG 3MS3: Renew the Agency’s management systems and facilities through the use of updated automated systems and facilities revitalization, and meet four out of five performance indicators in this area. Rating: YellowAccomplishments NASA failed to achieve this APG, although progress was significant on the following indicators: 1 NASA funded $191.7 million for facility revitalization to improve the condition of NASA’s facility infrastructure, valued at $20.3 billion. This is equivalent to a facilities revitalization frequency of 106 years, which is slightly higher than the 100-year goal. 2 NASA reduced unfunded environmental liability for its operations and facilities. Environmental incidents, toxic chemical usage, and generation of hazardous wastes continue to be systematically reduced and environmental liability levels are dropping as sites are being cleaned up.Corrective Actions 1 Since the 100-year revitalization frequency rate was not achieved, revitalization funding planned for FY 2004 was increased to $212.3 million to improve the revitalization rate to 97 years. This will exceed our 100-year revitalization frequency goal. We are evaluating

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moving toward a target rate of 67 years, which is a metric used by the Department of Defense.Source Information • NASA’s Facilities Engineering Division and the Agency’s real property database. • The unfunded environmental liability balance is a line item in year-end financial statements included in Part 3 of this book.Responsible NASAHeadquarters Office Office of Management Systems

APG 3MS7: Align management of human resources to best achieve Agency strategic goals and objectives. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA enhanced the Centers’ ability to attract, recruit, and retain a high-quality workforce: a. NASA developed a CD-ROM recruitment card that provides applicants with information on NASA’s Enterprises, mission, and employment benefits. b. NASA designed and developed a comprehensive employment DVD that showcases many NASA employees and their work. The DVD won the prestigious Telly Award—one of the most sought-after awards in the TV, commercial, and video industries. c. NASA partnered with many top-ranked science and engineering colleges and universities to attract top students to NASA to close critical competency gaps. d. The Offices of Education, Equal Opportunity Programs, and Human Resources formed a formal partnership and developed a five-year corporate recruitment strategy. ■ NASA increased the number and availability of individual, team, and organizational level assessment tools from seven to 17 to support the development and education of all levels of leaders in NASA.Source Information • The Individual Assessment is available at http://www.leadership.nasa.gov.Responsible NASAHeadquarters Office Office of Human Resources

APG 3MS8: Attract and retain a workforce that is representative of America’s diversity at all levels, and maximize individual performance through training and development experiences. Rating: RedAccomplishments NASA failed to achieve this APG, but made progress towards the goal of increasing representation of women, minorities, and individuals with targeted disabilities. 1 NASA was unable to increase representation of minorities (by at least 0.6 percent), women (by at least 0.4 percent) and persons with targeted disabilities (by at least .085 percent). Progress for women and minorities was below the goal (at +.3%) and there was no change in representation of individuals with targeted disabilities. Representation FY 2002 FY 2003 % Change Goal Minorities 22.2% 22.5% +0.3 +0.6 Women 33.1% 33.4% +0.3 +0.4 Individuals with targeted disabilities 1.03% 1.03% None +0.085 2 NASA met the target for training experiences for women, minorities, and individuals with targeted disabilities. All three groups participated in training experiences at a rate that exceeded their representation in the workforce.Corrective Actions NASA’s Office of Equal Opportunity Programs plans to review and revise the indicators used to measure achievement of this APG. The indicator for representation, while based on a five-year trend analysis, was nevertheless set arbitrarily. NASA will rework the indicator and link it to civilian labor force data for women and minorities, and to the estimate provided by the U.S. Equal Employment Opportunity Commission, for individuals with targeted disabilities.

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APG 3MS9: Continue integrating small, small disadvantaged, and women-owned businesses together with minority universities into the competitive base from which NASA can purchase goods and services. Rating: BlueAccomplishments NASA significantly exceeded this APG by awarding over 19 percent of the total dollar value of prime and subcontracts to small disadvantaged and women-owned businesses (including Historically Black Colleges and Universities and other minority educational institutions). The congressionally mandated goal is eight percent.Source Information • The NASA Acquisition Internet Service and the NASA Procurement Management System are both available at http://procurement.nasa.gov. • Small business information is available at http://osdbu.nasa.gov.Responsible NASAHeadquarters Office Office of Small and Disadvantaged Business Utilization

APG 3P2: Track the availability of NASA’s spacecraft and major ground facilities by keeping the operating time lost due to unscheduled downtime to less than 10% of scheduled operating time. Rating: YellowAccomplishments NASA failed to achieve this APG although progress was significant in that NASA lost only 4.5 percent of scheduled operating time due to unscheduled downtime, on average. Although NASA met the goal of less than ten percent operational downtime in FY 2003, the loss of Columbia, was an indicator that NASA engineering has significant room for improvement. Although this metric is a simple average calculation, and the projects such as Space Shuttle and the International Space Station are not weighted, we still consider them to be critical to NASA’s Vision and Mission; hence a “yellow” assessment is appropriate. Ground facility data, which was approximately one percent in previous years, was not fully complete at the time of this report, although no significant change is expected.Corrective Actions The Columbia accident prompted the Agency to increase the robustness of engineering processes and best practices.Source Information • Spacecraft data is contained in operational logs at respective mission operations facilities. • NASA Facility Utilization on-line database is available at https://nrpi.hq.nasa.gov/.

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Responsible NASAHeadquarters Office Office of the Chief Engineer, Office of the Administrator

Implementing Strategy 2: Demonstrate NASA leadership in the use of

information technologies.

APG 3MS4: Improve IT infrastructure service delivery by providing increased capability and efficiency while maintaining a customer rating of satisfactory. Rating: GreenAccomplishments NASA achieved this APG by providing increased capabilities while maintaining customer ratings of satisfactory or higher for each service. The NASA Integrated Services Network (NISN), the Agency’s core network, was re-designed to increase capacity between the Centers while maintaining a consistent cost. In addition, NISN’s service request process was re-engineered to make it more efficient in addressing customer concerns. The Agency’s data center, the NASA ADP Consolidation Center (NACC), achieved increased efficiencies by consolidating its disaster recovery testing process, standardizing account management codes, and recycling material resources. NISN and NACC both maintained average annual customer satisfaction ratings of satisfied and very satisfied.Source Information • http://www.nisn.nasa.gov/. • http://www.nacc.nasa.gov/. • http://odin.nasa.gov/.Responsible NASAHeadquarters Office Office of the Chief Information Officer.

APG 3MS5: Enhance IT security by meeting established performance indicators in three critical areas. Rating: GreenAccomplishments NASA achieved this APG. 1 NASA achieved a significant reduction in the most critical Information Technology (IT) security vulnerabilities through an effort that focused on vulnerabilities with the greatest potential to significantly disrupt NASA’s operations. Systems that continue to exhibit critical vulnerabilities must be disconnected from the network until properly secured. 2 NASA trained 97 percent of employees and 97 percent of managers in IT security. 3 NASA completed IT security plans for 100 percent of the Agency’s IT systems and is tracking the status of all plans through an Agency-wide security plan registry.Source Information • IT security data was collected from all NASA Centers.Responsible NASAHeadquarters Office Office of the Chief Information Officer

APG 3MS6: Enhance mission success through seamless, community-focused electronic service delivery by meeting the established performance indicators in this area. Rating: GreenAccomplishments NASA achieved this APG. ■ NASA established the Integrated Information Infrastructure Program to provide an infrastructure that can evolve and adapt to emerging technologies and service models and enable effective and efficient integration with Federal e-Government initiatives. ■ NASA redesigned and launched a new Web portal that offers a single place where all of the public can access the best of NASA’s web offerings and, through the MyNASA sub-site, customize the content they want to see. Between February and June 2003, the Portal received over 1.4 billion hits. The redesigned NASA portal (http://www.nasa.gov) was deployed on February 1, 2003 and expanded on June 14, 2003. NASA’s overall Web site customer satisfaction rating is 78.2, which puts NASA at the high end of customer satisfaction with government Web sites.

APG 3P3: Dedicate 10 to 20 percent of the Agency’s Research & Development budget to commercial partnerships. Rating: GreenAccomplishments NASA exceeded this APG by contributing 20.5 percent of its research and development investment to commercial partnerships.Source Information • http://www.nctn.hq.nasa.gov/.Responsible NASAHeadquarters Office Office of the Chief Engineer

APG 3R15: Implement an effective oversight process to insure that the research programs are addressing the correct areas, meeting user requirements, have the proper balance, are properly formulated and planned, and are making sufficient process toward the Enterprise goals. Rating: GreenAccomplishments NASA achieved this APG by signing all program, project, and sub-project plans to form the basis for oversight and evaluation before the fiscal year began. Categories of oversight conducted included: quality reviews of aeronautics technology (the second of three triennial reviews by the National Research Council); relevance reviews of all three themes and their programs by the ATAC; and performance reviews through a non-advocate review of the ECS program, as well as quarterly status reviews of all themes by the Enterprise Program Management Council.Source Information • Data is available through the Strategy, Communication and Program Integration Division of the Aerospace Technology Enterprise.Responsible Enterprise(s),Theme(s) Aerospace Technology Enterprise, AT, SLI, MSM, ITTP

Implementing Strategy 4: Ensure that all NASA work environments, on Earth and inspace, are safe, healthy, environmentally sound, and secure.

APG 3MS1: NASA will increase the safety of its infrastructure and the health of its workforce through facilities safety improvements, reduced environmental hazards, increased physical security, enhanced safety and health awareness, and appropriate tools and procedures for health enhancement. Rating: YellowAccomplishments NASA failed to achieve the first indicator of this APG due to the loss of Columbia. However, NASA achieved the remaining indicators for this APG. 1 The loss of Columbia and its seven-person crew was a major mishap. The crew consisted of one NASA civil servant, five U.S. Department of Defense military personnel, and one foreign national military member. Details on the Columbia accident and NASA’s reponse can be found in the Columbia section of this report. 2 Per the Federal Worker 2000 Initiative, NASA reduced the overall occurrence of injuries (due to occupational injury or illness) to 0.80 total cases per 100 workers (the goal was 1.18 total cases per 100 workers). 3 NASA continued its critical infrastructure security vulnerability mitigation activity. Implemented enhanced IT security measures, significantly improving security posture for

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critical Agency classified information and communications systems. Enhanced liaisons with the intelligence community for more timely and relevant support. 4 NASA’s Occupational Health Program (OHP) increased health awareness by: providing quarterly preventive health initiatives for employees standardized across all Centers; ensuring quality of medical services by providing numerous continuing education activities to assure the competency of NASA health care providers; and by performing regular evaluations at all Centers.Corrective Actions ■ NASA will respond to both the technical and the cultural causes of the Columbia accident as reported by the Columbia Accident Investigation Board by doing a complete review of its Safety and Mission Assurance Program policies, standards, and procedures. NASA will communicate the changes and improvements made in support of return to flight to all Agency programs. NASA will continue its emphasis on prevention of injury and mishaps and will increase the emphasis on safety within the program and engineering communities to ensure that safety and risk management policies and procedures are appropriately applied within NASA research and development programs.Source Information • Injury data is available through the Department of Labor’s Office of Workers Compensation database. • Workforce staffing strength data is available at http://www.hq.nasa.gov/office/codef/fm_home.html. • http:/ohp.nasa.gov/Responsible NASA Office of Safety and Mission Assurance, Office of Security Management and Safeguards,Headquarters Office(s) Office of the Chief Health and Medical Officer

Implementing Strategy 5: Manage risk and cost to ensure success and provide thegreatest value to the American public.

APG 3P1: Meet schedule and cost commitments by keeping development and upgrade of major scientific facilities and capital assets within 110 % of cost and schedule estimates, on average. Rating: RedAccomplishments NASA failed to achieve this APG. ■ NASA examined development cost changes for 18 projects across the Agency, and the average increase in development cost from the initial baseline estimate to the FY 2005 draft budget submit (which reflects programmatic events through the summer of FY 2003) was 18.6 percent, with seven projects coming within ten percent of the baseline estimate. The average change in development cost from the FY 2003 budget submit to the FY 2005 draft budget submit (effectively using the FY 2003 numbers as a new baseline and reflecting changes since that time) was -0.5 percent (NOTE: Without the significant reduction to the ISS Research Capability, the average increase would have been 2.4%), with eleven projects coming within ten percent of the FY 2003 numbers. ■ In the area of development schedule changes, the average increase in development schedule from the initial baseline estimate to the FY 2005 draft budget submit was 33.1 percent, with four projects coming within ten percent of the baseline schedule. The average increase in development schedule from the FY 2003 budget submit to the FY 2005 draft budget submit was 10.9 percent, with eight projects coming within ten percent of their FY 2003 schedules.Corrective Actions NASA managers are examining a number of ways to ensure that project development cost and schedule estimates remain close to the initial baseline numbers. The independent cost estimating capability, used to support the development of initial baselines, has been increased at Headquarters. In addition, some programs are looking into increasing the percentage of reserves held in the projects to deal with technical difficulties that arise

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during the development phase. Finally, some reporting mechanisms, such as ERASMUS, are being instituted to provide greater visibility into program health at all levels of the Agency.

Historically, project cost and schedule baselines have been established very early in a project’s life cycle. This is too early, since the design is incomplete, and in some cases the requirements are not complete. Baselines for new projects will be established after the Non-Advocate Review “approval to proceed” into phase C/D, hence the cost and schedule should track closely to the baselines.Source Information • Cost and schedule data used in this rating are derived from NASA’s FY 2004 Integrated Budget and Performance Document, legacy budget and schedule records resident in the Enterprises and the Office of the Chief Financial Officer, and our FY 2005 draft budget submit available through The Chief Financial Officer’s (CFO) Web site at http://ifmp.nasa.gov/codeb/index.html. • The Office of the Chief Engineer’s Web site is available at http://www.hq.nasa.gov/office/codea/codeae/.Responsible NASAHeadquarters Office Office of the Chief Engineer, supported by the Office of the Chief Financial Officer.

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3PART

Financials A Letter from the Chief Financial Officer

Provided in this section of the National Aeronautics and NASA anticipated that FY 2003 would be an especiallySpace Administration’s (NASA) Fiscal Year 2003 Performance challenging time for its external financial reporting activitiesand Accountability Report, prepared in accordance with the as eight of ten Centers went through this conversionReports Consolidation Act (RCA) of 2000, are the financial process. As a result, NASA had to use “blended” data fromstatements and associated audit reports. Unfortunately, each Center’s legacy accounting system and the newNASA received a disclaimer of audit opinion for the FY 2003 SAP Core Financials system to prepare our consolidatedfinancial statements. FY 2003 financial statements.

It is disconcerting to receive a disclaimer of an audit opinion. Unfortunately, severe initial data quality issues related to theHowever, it helps underscore the significant amount of work conversion effort negatively affected our ability to prepare ourand challenges facing our NASA financial management team financial statements in a timely manner. This resulted in thefor 2004, challenges that we accept willingly. current disclaimer of an audit opinion.

Throughout most of FY 2003, NASA was implementing, in Moving forward, NASA will consider all audit recommenda-phases, a commercial, off-the-shelf, Agency-wide, integrated tions made and will work with the Office of Inspector Generalfinancial management system (SAP Core Financials applica- and its auditors to develop and implement the necessarytion module) replacing 10 disparate accounting systems in planned corrective actions responsive to the FY 2003 auditoperation at our Centers for the past two decades. This findings. We also will be working in earnest to achieve betterconversion effort created some complex accounting issues results for FY 2004.for FY 2003 that significantly impacted the timeliness andinitial quality of the information required in preparing NASA’s In spite of the audit opinion, it is important to recognize theinterim and year-end financial statements. dedicated efforts of all NASA employees and contractors at Headquarters, the Centers, and the Competency Center for

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their support in our efforts to improve financial managementwithin this Agency. I truly appreciate all of the work performed,and the professionalism demonstrated by everyone in help-ing me in this effort.

My staff and I look forward to working with NASA employ-

144 NASA FY 2003 | Performance and Accountability Report

Financial Overview value of Assets in Space, various spacecraft operating above the atmosphere for exploration purposes, constitutes $17.9SUMMARY OF FINANCIAL RESULTS, billion, or 63 percent of NASA-owned and -held PP&E.POSITION, AND CONDITION Cumulative Results of Operations represents the public’sNASA’s financial statements were prepared to Report the investment in NASA, akin to stockholder’s equity in privatefinancial position and results of operations of the Agency. industry. The public’s investment in NASA is valued at $38.7The principal financial statements include the 1) Consolidated billion. The Agency’s $43 billion net position includes $4.3Balance Sheet, 2) Consolidated Statement of Net Cost, billion of unexpended appropriations (undelivered orders and3) Consolidated Statement of Changes in Net Position, unobligated amounts or funds provided, but not yet spent).4) Combined Statement of Budgetary Resources, and Net position is presented on both the Consolidated Balance5) Consolidated Statement of Financing. Additional financial Sheet and the Consolidated Statement of Changes in Netinformation is also presented in the required supplementary Position.schedules. Consolidated Statement of Net CostThe Chief Financial Officer’s Act of 1990 requires that The Consolidated Statement of Net Cost on page 145agencies prepare financial statements to be audited in presents the “income statement” (the annual cost of programs)accordance with Government Auditing Standards. While and distributes fiscal year expenses by programmatic cate-the financial statements were prepared from the books and gory. A chart depicting the distribution of expenses canrecords of NASA in accordance with formats prescribed be found under the heading “Appropriations Used (Costsby the Office of Management and Budget (OMB), they are Expensed by Enterprise)” contained in this overview. Thein addition to financial reports, prepared from the same Net Cost of Operations is reported on the Consolidatedbooks and records, used to monitor and control budgetary Statement of Net Cost, the Consolidated Statement ofresources. The statements should be read with the realiza- Changes in Net Position, and also on the Combinedtion that NASA is a component of the U.S. Government, Statement of Financing.a sovereign entity. NASA makes substantial research and development invest-The following paragraphs briefly describe the nature of each ments on behalf of the Nation. These amounts are expensedrequired financial statement and its relevance. Significant as incurred in determining the net cost of operations.account balances and financial trends are discussed to help Total Program Expenses are reported on the Consolidatedclarify their impact upon operations. Statement of Net Cost and also on the Required Supplementary Stewardship Information statement regardingConsolidated Balance Sheet Stewardship Investments: Research and Development.The Consolidated Balance Sheet on page 144 is presented Research and Development (R&D) includes all direct,in a comparative format providing financial information for incidental, or related costs resulting from, or necessary to,FY 2003 and FY 2002. It presents assets owned by NASA, performance of R&D, regardless of whether the R&D isamounts owed (liabilities), and amounts that constitute performed by a Federal agency or by individuals andNASA’s equity (net position). The Consolidated Balance organizations under grant or contract. R&D investmentsSheet reflects total assets of $46.9billion and liabilities of identified by program on the Required Supplementary$ 3.9 billion for FY 2003. Unfunded liabilities reported in the Stewardship Information statement regarding Stewardshipstatements cannot be liquidated without legislation that Investments: Research and Development relates back toprovides resources to do so. program expenses shown on the Consolidated Statement of Net Cost.About 82 percent of the assets are Property, Plant, andEquipment (PP&E), with a book value of $36.6 billion. PP&E These investments are categorized by basic research,is property located at the Centers, in space, and in the applied research, and development. The objective of basiccustody of contractors. Almost 78 percent of PP&E consists research is to gain fuller knowledge or understanding of theof assets held by NASA, while the remaining 12 percent fundamental aspects of phenomena and of observable factsrepresents property in the custody of contractors. The book without specific applications toward processes or products in mind. The objective of applied research is to gain knowl-

Part 3 | Financials 145

edge or understanding necessary for determining the means For FY 2003, Congress provided total appropriations ofby which a recognized and specific need may be met. $15.5 billion to NASA. Budget Authority is the authorityDevelopment is the systematic use of the knowledge or provided by Federal law to incur financial obligations that willunderstanding gained from research directed toward the eventually result in outlays or expenditures. Specific formsproduction of useful materials, devices, systems, or of gross budget authority for NASA are appropriations andmethods, including design and development of prototypes spending authority from offsetting collections.and processes. It excludes quality control, routine producttesting, and production. Funding was received and allocated through the following appropriations:The NASA Strategic Plan establishes a framework for makingmanagement decisions by separating the Agency’s programs ■ Human Space Flight—This appropriation provided for theinto six Strategic Enterprises through which we implement International Space Station and Space Shuttle programs,our mission and communicate with external customers. including the development of research facilities for theThese Enterprises are Human Exploration and Development ISS; continuing safe, reliable access to space throughof Space, Space Science, Earth Science, Biological and augmented investments to improve Space Shuttle safety;Physical Research, Aerospace Technology, and Education support of payload and expendable launch vehicle (ELV)Programs. operations; and other investments including innovative technology development and commercialization.Funds are allocated by appropriation and then translatedinto programs. The Consolidated Statement of Net Costs ■ Science, Aeronautics, and Technology—This appropriationdistributes fiscal year expenses by programmatic category provided for NASA’s research and development activities,(budget line item). including all science activities, global change research, aeronautics, technology investments, education programs,Consolidated Statement of Changes in space operations, and direct program support.Net PositionThe Consolidated Statement of Changes in Net Position ■ Inspector General—This appropriation provided for thedisplayed on page 147 identifies appropriated funds used workforce and support required to perform audits, evalua-as a financing source for goods, services, or capital tions, and investigations of programs and operations.acquisitions. This Statement presents the accounting eventsthat caused changes in the net position section of the Consolidated Statement of FinancingConsolidated Balance Sheet from the beginning to the end The Consolidated Statement of Financing on page 149of the reporting period. provides the reconciliation between the obligations incurred to finance operations and the net costs of operating programs.Combined Statement of Budgetary Costs that do not require resources include depreciation.ResourcesThe Combined Statement of Budgetary Resources on page Costs capitalized on the Consolidated Balance Sheet are148 highlights budget authority for the Agency and provides additions to capital assets made during the fiscal year.information on budgetary resources available to NASA for Obligations Incurred include amounts of orders placed,the year and the status of those resources at the end of the contracts awarded, services received, and similar transactionsyear. Detail regarding amounts reported on the Combined that require payment during the same or a future period.Statement of Budgetary Resources is included in Required Obligations Incurred links the Combined Statement ofSupplementary Information: Combined Schedule of Budgetary Resources to the Combined Statement ofBudgetary Resources. Outlays reported in this statement Financing.reflect cash disbursements for the fiscal year by the U.S.Department of the Treasury for NASA.

146 NASA FY 2003 | Performance and Accountability Report

Required Supplementary Stewardship Information (RSSI) is Required Supplementary Information (RSI) is included toincluded to provide information (financial and non-financial) present a complete picture of financial results, position, andon resources and responsibilities that cannot be measured condition. This information comprises intragovernmentalin traditional financial reports. activities, deferred maintenance, and budgetary resources. Intragovernmental Activities are transactions that occurRSSI—Heritage Assets are properties, plant, and equipment between Federal agencies. Deferred Maintenance isthat possess historical or natural significance; cultural, maintenance that was not performed when it should haveeducational, or aesthetic value; or significant architectural been or was scheduled to be performed and delayed untilcharacteristics. Heritage assets are reported in terms of a future period.physical units because their existence is of primary rele-vance. For FY 2003, NASA reported 1.597 heritage assets. The budget for FY 2003 is reflected in three appropriations:RSSI—Stewardship Investments (R&D)—Stewardship Human Space Flight (HSF); Science, Aeronautics andInvestments are NASA-funded investments that yield long- Technology (SAT); and the Inspector General. In FY 2003,term benefits to the general public. Investments in research funding for the Deep Space Network, Ground Network,are shown in this statement as basic research, applied and the Western Aeronautical Test Range was budgeted inresearch, and development. Science, Aeronautics and Technology appropriation rather than in Human Space Flight appropriation as was done inIn FY 2003, R&D expenses totaled approximately $7 billion FY 2002.and included activities to extend knowledge of Earth, itsspace environment, and the universe; and to invest in new The budget for FY 2003 includes both near-term priorities,aeronautics and advanced space transportation technologies such as flying the Space Shuttle safely and building the ISS,that support the development and application of technologies and longer term investments in America’s future, such ascritical to the economic, scientific, and technical competitive- developing more affordable, reliable means of access to spaceness of the United States. The R&D and non-R&D expenses and conducting cutting-edge scientific and technologicalidentified by program on the RSSI statement regarding research. The budget draws on strengths in engineering andStewardship Investments: Research and Development tie science and reflects the revolutionary insights and capabilitiesback to the related program expenses found on the on the horizon in areas such as biotechnology, nanotech-Consolidated Statement of Net Cost. nology, and information technology. It describes the vision for expanding air and space frontiers, serving America, and improving life on Earth. The President’s NASA budget request for FY 2003 supports these goals.

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National Aeronautics and Space AdministrationConsolidated Balance SheetAs of September 30, 2003 and September 30, 2002(In Thousands of Dollars)

Gross costs with the Public 1,140,563 2,621,948

Less: Earned Revenue from the Public 9,699 18,280 Net Costs with the Public 1,130,864 2,603,668 Total Net Cost 1,197,369 2,769,234Education Programs (formerly Academic Programs) Gross costs with the Public 169,562 115,580 Less: Earned Revenue from the Public 606 465 Net Costs with the Public 168,956 115,115 Total Net Cost 168,956 115,115

The accompanying notes are an integral part of this statement.

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National Aeronautics and Space AdministrationConsolidated Statement of Net CostFor the Fiscal Years Ending September 30, 2003 and September 30, 2002 (continued)(In Thousands of Dollars)

Budgetary Offsetting Collections and Receipts that Do Not Affect the Net Costs of Operations—Other (6,631) 1,212

Resources that Finance the Acquisition of Assets (5,530,972) (3,621,434)

Other Resources or Adjustments to Net Obligated Resources That Do Not Affect

Net Cost of Operation (104,745) –

Total Resources Used to Finance Items Not Part of the Net Cost of Operations (6,716,075) (4,170,853)

Total Resources Used to Finance the Net Cost of Operations 8,352,004 10,643,477

Components Net Cost that Will Not Require or Generate Resources in the Current Period Components Requiring or Generating Resources in Future Periods Increases in Annual Leave Liability 12,989 – Increase in Exchange revenue Receivable from the Public 2,254 Other 51,018 – Total Components of Net Cost that will Require or Generate Resources in Future Periods 66,261 –

Components Not Requiring or Generating Resources

Total Components of Net Cost of Operations that will not Require or Generate Resources 3,557,382 3,694,194Total Components of Net Cost of Operations that will not Require or GenerateResources in the Current Period 3,623,643 3,694,194

Net Cost of Operations $ 11,975,647 $ 14,337,671

The accompanying notes are an integral part of this statement.

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National Aeronautics and Space AdministrationNotes to Financial Statements

1. SUMMARY OF ACCOUNTING POLICIES AND OPERATIONS

Reporting Entity

NASA is an independent Agency established to plan and manage the future of the Nation’s civil aeronautics and spaceprogram. It has six Strategic Enterprises—Human Exploration and Development of Space, Space Science, Earth Science,Biological and Physical Research, Aerospace Technology, and Education Programs—to implement its mission andcommunicate with external customers. These Financial Statements reflect all activities including those of its nine Centers,Headquarters, and the Jet Propulsion Laboratory, which is a Federally Funded Research and Development Center ownedby NASA but managed by an independent contractor. Financial management of operations is the responsibility of officialsat all organizational levels. During FY 2003 NASA replaced the 10 non-integrated accounting systems located at the NASACenters and Headquarters. NASA implemented a new single integrated commercial off-the-shelf financial managementsystem to significantly improve NASA’s financial management system. Although each Center is independent and has itsown Chief Financial Officer, they operate under Agency-wide financial management policies. The new single integratedaccounting system provides basic information necessary to meet internal and external budget and financial reportingrequirements and provides funds control and accountability. All significant intra-entity activities have been eliminated.

Basis of Presentation

These Financial Statements include the Consolidated Balance Sheet as of September 30, 2003 and September 30, 2002,the related Consolidated Statement of Net Cost, Consolidated Statement of Changes in Net Position, CombinedStatement of Budgetary Resources, and the Consolidated Statement of Financing for the fiscal years ended September30, 2003 and September 30, 2002, respectively, as required by the Chief Financial Officer’s Act of 1990 and theGovernment Management Reform Act of 1994. They were prepared from the books and records of NASA, in accordancewith Generally Accepted Accounting Principles and accounting policies and practices summarized in this note. TheseFinancial Statements were prepared under the accrual basis of accounting, where expenses and revenues are recordedin the period in which they are incurred or earned, respectively.

Budgets and Budgetary Accounting

NASA is funded by three appropriations, which require individual treatment in the accounting and control system.Reimbursements to appropriations total approximately $732 and $731 million for FYs 2003 and 2002, respectively. Aspart of its reimbursable program, NASA launches devices into space and provides tracking and data relay services for theU.S. Department of Defense, the National Oceanic and Atmosphere Administration, and the National Weather Service.

On the Statement of Budgetary Resources, Unobligated Balances-Available represents the amount remaining in accountsthat are available for obligation in future fiscal years. Unobligated Balances-Not Available represents the amount remainingin appropriation accounts that can only be used for adjustments to previously recorded obligations.

Use of Estimates

Preparation of financial statements in conformity with Generally Accepted Accounting Principles requires managementto make estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contin-gent liabilities as of the date of the financial statements and the reported amounts of revenues and expenses during thereporting period. Actual results could differ from these estimates.

154 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationNotes to Financial Statements

Investments in U.S. Government Securities

Intragovernmental non-marketable securities includes the following investments:

(1) National Aeronautics and Space Administration Endeavor Teacher Fellowship Trust Fund established from publicdonations in tribute to the crew of the Space Shuttle Challenger.

(2) Science Space and Technology Education Trust Fund established for programs to improve science and technologyeducation.

Accounts Receivable

Most receivables are for reimbursement of research and development costs related to satellites and launch services. Theallowance for uncollectible accounts is based upon evaluation of accounts receivable, considering the probability of failureto collect based upon current status, financial and other relevant characteristics of debtors, and the relationship with thedebtor. Under a cross-servicing arrangement, accounts receivables over 180 days delinquent are turned over to Treasuryfor collection (the receivable remains on NASA’s books until Treasury determines the receivable is uncollectible).

Advances to Others

NASA provides funds to recipients under the University Contracts and Grants Program by drawdowns on letters of creditor through predetermined payment schedules. Recipients are required to schedule drawdowns to coincide with actual,immediate cash needs, in accordance with Treasury regulations. Quarterly reporting by recipients is provided on FederalCash Transaction Reports (SF 272). The California Institute of Technology, which manages the Jet Propulsion Laboratory,is a major recipient of funds under letter of credit procedures. Detailed monitoring and accountability records are main-tained. Monitoring includes audits by the Defense Contract Audit Agency (DCAA) and NASA’s Office Of Inspector General.In FY 2003, NASA recorded drawdowns as disbursements rather than as an advance.

Prepaid Expenses

Payments in advance of receipt of goods or services are recorded as prepaid expenses at the time of payment andrecognized as expenses when related goods or services are received.

Materials and Supplies

Materials held by Centers and contractors that are repetitively procured, stored and issued on the basis of demand areconsidered Materials and Supplies. Certain NASA contractors’ inventory management systems do not distinguish betweenitems that should be classified as materials and those that should be classified as depreciable property. In FY 2002, NASAestimated the relative amounts of materials and property accounted for in these systems using sampling techniques andstatistical simulation models. During FY 2003, NASA revised its methodology and reclassified, as property, all materials$100,000 or greater, in support of a large scale asset (i.e. Space Shuttle and the International Space Station).

Property, Plant and Equipment

NASA-owned property, plant, and equipment are held by the Agency and its contractors and grantees. Property with aunit cost of $100,000 or more and a useful life of two years or more is capitalized; all other property is expensed whenpurchased. Capitalized costs include all costs incurred by NASA to bring the property to a form and location suitable forits intended use. Under provisions of the Federal Acquisition Regulation (FAR), contractors are responsible for controlover accountability for Government-owned property in their possession. NASA’s contractors and grantees report onNASA property in their custody annually.

For FY 2003, the accounting treatment for capitalization of Assets in Space was changed. In previous years, NASAexpensed certain components of these types of assets due to the fact that these were immaterial. NASA policy waschanged to capitalize all applicable costs of these assets as Work in Progress (WIP) and then expense the cost in theyear the assets become operational

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National Aeronautics and Space AdministrationNotes to Financial Statements

Capitalized costs for internally developed software included the full costs (direct and indirect) incurred during the softwaredevelopment phase only. For purchased software, capitalized costs include amounts paid to vendors for the softwareand material internal costs incurred by the Agency to implement and make the software ready for use through acceptancetesting. When NASA purchases software as part of a package of products and services (for example: training, mainte-nance, data conversion, reengineering, site licenses, and rights to future upgrades and enhancements), capitalized andnoncapitalizable costs of the package are allocated among individual elements on the basis of a reasonable estimate oftheir relative fair market values. Costs that are not susceptible to allocation between maintenance and relatively minorenhancements are expensed. During FY 2003, NASA changed its capitalization threshold for internal use software from$100,000 to $1,000,000, in order to coincide with the current practices of other Federal agencies. As a result, internal usesoftware under development in the amount of $3,012,000 as of September 30, 2002, was expensed during FY 2003.

These Financial Statements report depreciation expense using the straight-line method. Useful lives are 40 years forbuildings; 15 years for other structures and facilities; 15 years for leasehold improvements, 15 years for space hardware;7 years for special test equipment and tooling; and 5 to 20 years for other equipment depending on its nature. Useful livesfor the Space Shuttle fleet range from 28 to 39 years. Useful lives for assets in space are their mission lives, ranging from2 to 20 years.

International Space Station

In previous fiscal years, the asset value of the International Space Station was based on budget estimates and did notinclude the total costs to bring the Station to a form and location suitable for its intended use. NASA began depreciatingthe Station in FY 2001 when manned by the first permanent crew. Only the Station's major elements in space aredepreciated; any on-ground elements are reported as work in process until launched and incorporated into the existingStation structure. In FY 2003, NASA management changed the Station’s operational life from 10 years to 15 years. Thedepreciation was $1.2 billion for FY 2002 and $929 million for the fiscal year ending September 30, 2003.

Barter Transactions

NASA utilizes non-monetary transactions in the form of barter agreements with International Partners that govern thereciprocal exchange of goods and services. The Station international agreements are committed to minimize the exchangeof funds among partners, by utilizing non-monetary transactions in the form of barter agreements with InternationalPartners. NASA’s policy is to record barter transactions based upon the fair value of the non-monetary assets transferredto or from an enterprise, whichever is more readily determinable. Fair value is determined by referring to estimated realiz-able values in cash transactions of the same or similar assets, quoted market prices, independent appraisals, estimatedfair value market prices, independent appraisals, estimated fair values of assets or services received in exchange, andother available evidence. If fair value is not readily determinable within reasonable limits, no value is ascribed to thenon-monetary transactions in accordance with Accounting Principles Bulletin No. 29, Accounting for Non-monetaryTransactions. When fair value is readily determinable, barter transactions are recorded as an asset to Government-Held/Government-Owned Equipment with a corresponding liability to Liability for Assets Obtained Under BarterAgreements.

Advances from Others

Advances from Others represents amounts advanced by other Federal and non-Federal Entities for goods or services tobe provided and are included in other liabilities in the Financial Statements.

Liabilities Covered by Budgetary Resources

Accounts Payable includes amounts recorded for the receipt of goods or services furnished. Additionally, NASA accruescosts and recognizes liabilities based on information provided monthly by contractors on Contractor FinancialManagement Reports (NASA Forms 533M and 533Q). DCAA performs independent audits to ensure reliability of reportedcosts and estimates. To provide further assurance, financial managers are required to test the accuracy of NF 533generated cost accruals each month, and NASA Headquarters independently analyzes the validity of Centers’ data.

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National Aeronautics and Space AdministrationNotes to Financial Statements

Liabilities not covered by budgetary resources consist primarily of environmental cleanup costs as required by Federal,State, and local statutes and regulations. Where up-to-date-site-specific engineering estimates for cleanup are not avail-able, parametric models are used to estimate the total cost of cleaning up known contamination at these sites over futureyears. NASA estimates the total cost of environmental cleanup to be $1.1 billion and $1.3 billion for the Fiscal YearsEnded September 30, 2003 and 2002, respectively, and recorded an unfunded liability in its financial statements for thisamount. This estimate could change in the future due to identification of additional contamination, inflation, deflation, andchanges in technology or applicable laws and regulations. NASA believes the estimated environmental liability could rangefrom $741 million to $1.6 billion because of potential future changes to the engineering assumptions underlying the esti-mates. The estimate represents an amount that will be spent to remediate currently known contamination, subject to theavailability of appropriated funds. Other responsible parties that may be required to contribute to the remediation fundingcould share this liability. NASA was appropriated $92 million and $ 44 million for the Fiscal Years ended September 30,2003 and 2002, respectively, for environmental compliance and restoration. Included in the recorded liability is $27 millionand $28 million for the Fiscal Year Ended September 30, 2003 and 2002, respectively, for cleanup of current operations.

NASA is a party in various administrative proceedings, court actions (including tort suits), and claims brought by oragainst it. In the opinion of management and legal counsel, the ultimate resolution of these proceedings, actions andclaims will not materially affect the financial position, net cost, changes in net position, budgetary resources, or financingof NASA. Liabilities have been recorded for $1 million and $2 million for these matters as of September 30, 2003 and2002, respectively.

Contingencies, related to proceedings, actions and claims where management believes, after consultation with legalcounsel, it is possible, but not probable that some costs will be incurred, range from zero to $50 million and from zero to$49 million, as of September 30, 2003 and 2002, respectively. No balances have been recorded in the financial statementsfor these contingencies.

A liability for $84 million and $82 million was recorded, as of September 30, 2003 and September 30, 2002, respectively,for workers’ compensation claims related to the Federal Employees’ Compensation Act (FECA), administered by U.S.Department of Labor. The FECA provides income and medical cost protection to covered Federal civilian employeesinjured on the job, employees who have incurred a work-related occupational disease, and beneficiaries of employeeswhose death is attributable to a job-related injury or occupational disease. The FECA Program initially pays valid claimsand subsequently seeks reimbursement from the Federal agencies employing the claimants. The FECA liability includesthe actuarial liability of $69 million for estimated future costs of death benefits, workers’ compensation, and medical andmiscellaneous costs for approved compensation cases. The present value of these estimates at the end of FY 2003 wascalculated by the Department of Labor using a discount rate of 3.89 percent for FY 2003. This liability does not includethe estimated future costs for claims incurred but not reported or approved as of September 30, 2003.

NASA has recorded approximately $65 million in Accounts Payable related to closed appropriations for which there is acontractual commitment to pay. These payables will be funded from appropriations available for obligation at the time abill is processed, in accordance with Public Law 101-510.

Annual, Sick, and Other Leave

Annual leave is accrued as it is earned; the accrual is reduced as leave is taken. Each year, the balance in the accruedannual leave account is adjusted to reflect current pay rates. To the extent current or prior year appropriations are notavailable to fund annual leave earned but not taken, funding will be obtained from future financing sources. Sick leaveand other types of non-vested leave are expensed as taken.

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National Aeronautics and Space AdministrationNotes to Financial Statements

Employee Benefits

Agency employees participate in the Civil Service Retirement System (CSRS), a defined benefit plan, or the FederalEmployees Retirement System (FERS), a defined benefit and contribution plan. For CSRS employees, NASA makes contri-butions of 8.51 percent of pay. For FERS employees, NASA makes contributions of 10.7 percent to the defined benefitplan, contributes 1 percent of pay to a retirement saving plan (contribution plan), and matches employee contributions upto an additional 4 percent of pay. For FERS employees, NASA also contributes to employer’s matching share for SocialSecurity.

Statement of Federal Financial Accounting Standards No. 5, “Accounting for Liabilities of the Federal Government,”require Government agencies to report the full cost of employee benefits (FEHB), and the Federal Employees Group LifeInsurance (FEGLI) Programs. NASA used the applicable cost factors and imputed financing sources from the Office ofPersonnel and Management Letter For Chief Financial Officers, dated September 30, 2003, in these Financial Statements.

Subsequent Events

On January 14, 2004 the President of the United States announced a new space initiative. Implementation of this initiativewill require NASA to terminate some existing programs and develop new ones over the next several years. For example,the Space Shuttle, which was originally planned to continue to the year 2020, will be phased out in 2010.

NASA also announced in January 2004 that the President’s FY 2005 budget would reflect the cancellation of plannedservicing missions to the Hubble Space Telescope (HST).

Useful lives of assets such as the Space Shuttle and HST will be re-evaluated and depreciation expense for future yearswill be adjusted accordingly. Costs for future programs and missions, for example the refurbishing of the HST valued atapproximately $286 million as of September 30, 2003, currently capitalized as Work-In-Process will also be re-evaluatedand adjusted accordingly.

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National Aeronautics and Space AdministrationNotes to Financial Statements

Fund Balances: Obligated Unobligated— Unobligated—

Clearing and Deposit Accounts 18,986

Total Fund Balance With Treasury $ 6,766,494

Obligated balances represent the cumulative amount of obligations incurred, including accounts payable and advancesfrom reimbursable customers, for which outlays have not yet been made. Unobligated available balances represent theamount remaining in appropriation accounts that are available for obligation in the next fiscal year. Unobligated balancesnot available represent the amount remaining in appropriation accounts that can be used for adjustments to previouslyrecorded obligations. Unobligated balances not available are the result of settling obligated balances for less than whatwas obligated. Unobligated trust fund balances not available represent amounts that must be apportioned by the OMBbefore being used to incur obligations.

Clearing accounts are used for unidentified remittances presumed to be applicable to budget accounts but are being heldin the clearing account because the specific appropriation account is not yet known. Deposit account balances representamounts withheld from employees’ pay for U.S. Savings Bonds and State tax withholdings that will be transferred in thenext fiscal year.

Part 3 | Financials 159

National Aeronautics and Space AdministrationNotes to Financial Statements

Accounts Allowance for Net Amount

160 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationNotes to Financial Statements

5. Operating Materials and Supplies:

(In Thousands of Dollars) September 30, 2003 2003 2002

Operating Materials and Supplies, Held for Use $ 2,676,245 $ 2,204,773

Operating Materials and Supplies, Held in Reserve for Future Use 3,232 3,291 Total $ 2,679,477 $ 2,208,064

“Operating Materials and Supplies, Held for Use” are tangible personal property held by NASA and its contractors to beused for fabricating and maintaining NASA assets. They will be consumed in normal operations. Operating “Materialsand Supplies, Held in Reserve for Future Use” are tangible personal property held by NASA for emergencies for whichthere is no normal recurring demand but that must be immediately available to preclude delay, which might result in loss,damage or destruction of Government property, danger to life or welfare of personnel, or substantial financial loss tothe Government due to an interruption of operations. All materials are valued using historical costs, or other valuationmethods that approximate historical cost. NASA Centers and contractors are responsible for continually reviewingmaterials and supplies to identify items no longer needed for operational purposes or that need to be replaced. Excess,obsolete, and unserviceable items have been removed from these amounts. There are no restrictions on these items.

For the year ended September 30, 2002 $527,521 was written-off as excess, obsolete and unserviceable inventory. Forthe year ended September 30, 2003 no amounts were written-off.

Assets in Space are various spacecraft that operate above the atmosphere for exploration purposes. Equipment includesspecial tooling, special test equipment, and Agency-peculiar property, such as the Space Shuttle and other configurationsof spacecraft: engines, unlaunched satellites, rockets, and other scientific components unique to NASA space programs.Structures, Facilities, and Leasehold Improvements includes buildings with collateral equipment, and capital improvements,such as airfields, power distribution systems, flood control, utility systems, roads, and bridges. NASA also has use ofcertain properties at no cost. These properties include land at the Kennedy Space Center withdrawn from the public domainand land and facilities at the Marshall Space Flight Center under a no cost, 99-year lease with the U.S. Department of theArmy. Work-in-Process is the cost incurred for property, plant, and equipment items not yet completed. Work-in-Processincludes equipment and facilities that are being constructed. WIP includes the fabrication of assets that may or may notbe capitalized once completed and operational. If it is determined to not meet capitalization criteria (i.e. less than 2 yearuseful life) the project will be expensed to the Statement of Net Cost to match outputs to inputs.

NASA has International Space Station (ISS) bartering agreements with the European Space Agency, the Italian SpaceAgency, the National Space Agency of Japan, the Canadian Space Agency, and the Brazilian Space Agency. NASAbarters with these other space agencies to obtain ISS hardware elements in exchange for providing goods and servicessuch as Space Shuttle transportation and a share of NASA’s ISS utilization rights. The intergovernmental agreements statethat the parties will seek to minimize the exchange of funds in the cooperative program, including the use of barters toprovide goods and services. As of September 30, 2003, NASA has received various assets from these parties in exchangefor future services. However, due to the fact that fair value is indeterminable, no value was ascribed to these transactionsin accordance with APB No. 29. Under all agreements to date, NASA’s ISS Program’s International Partners Office expectsthat NASA will eventually receive future NASA-required elements as well with no exchange of funds.

NASA reports the physical existence (in terms of physical units) of heritage assets as part of the required supplementalstewardship information.

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National Aeronautics and Space AdministrationNotes to Financial Statements

Accounts Receivable, Net $ 2,056 $ 3,229 $ 5,285

Setpember 30, 2002

Accounts receivable related to closed appropriations, which will be deposited in miscellaneous receipts, are included inNon-Entity Assets. These amounts represent NASA's custodial activity and are not separately identified on the BalanceSheet as the amounts are immaterial.

164 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationNotes to Financial Statements

Capital leases consist of assorted types of machinery with non-cancelable terms longer than one year, a fair market valueof $100,000 or more, a useful life of two years or more, and agreement terms equivalent to an installment purchase.

Functional Classification Gross Cost Earned Revenue Net Cost

12. Statement of Net Costs

The Statement of Net Cost recognizes post-employment benefit expenses of $130 million and $108 million for fiscal years2003 and 2002, respectively.

The expense to Office of Personnel Management represents NASA’s share of the current and estimated future outlays foremployee pensions, life and health insurance. Additionally, the statement includes 630 thousand and $104 million for fiscalyear 2003 and 2002, respectively, for the Judgment Fund. The expense attributable to the Treasury’s Judgment Fundrepresents amounts paid directly from the Judgment Fund.

The amounts of obligations incurred against amounts apportioned under Category A are $1,000.

The Budget of the United States Government with actual numbers for FY 2003 has not been published as of January 9,2004. The document will be published at a later date. Once published the document may be found at the Office ofManagement and Budget wesite, www.whitehouse.gov/omb.

166 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationNotes to Financial Statements

Costs Not Assigned to Enterprises:

Depreciation expenses in the amount of $3,348,775 and $3,694,194 for fiscal years 2003 and 2002, respectively, havebeen allocated to the applicable programs based on percentage of current year labor hours per project. Capitalized costsin the amount of $5,530,942 and $3,621,434 for fiscal years 2003 and 2002, respectively, have been allocated to theapplicable programs based on percentage of current year labor hours per project.

15. Explanation of the Relationship Between Liabilities Not Covered by Budgetary Resources on the Balance Sheet and the Change in Components Requiring or Generating Resources in Future Periods (In Thousands of Dollars)

Liabilities Not Covered by Budgetary Resources of $1,373,538 and $1,550,338 for fiscal year 2003 and fiscal year 2002,respectively, represent NASA's environmental liability, FECA liability to DOL and employees, contingent liabilities, accountspayable for closed appropriations and leave earned but not taken (See Note 8, Liabilities Not Covered by BudgetaryResources). Only a portion of these liabilities will require or generate resources in future periods.

Part 3 | Financials 167

National Aeronautics and Space AdministrationNotes to Financial Statements

Heritage Assets are property, plant, and equipment that possess one or more of the following characteristics: historical ornatural significance; cultural, educational, or aesthetic value; or significant architectural characteristics.

Since the cost of heritage assets is usually not relevant or determinable, NASA does not attempt to value them or toestablish minimum value thresholds for designation of property, plant, or equipment as heritage assets. The useful lives ofheritage assets are not reasonably estimable for depreciation purposes.

Since the most relevant information about heritage assets is their existence, they are reported in terms of physical units,as follows:

2002 Additions Withdrawals 2003

Heritage Assets were generally acquired through construction by NASA or its contractors, and are expected to remainin this category, except where there is legal authority for transfer or sale. Heritage assets are generally in fair condition,suitable only for display.

Many of the buildings and structures are designated as National Historic Landmarks. Numerous air and spacecraft andrelated components are on display at various locations to enhance public understanding of NASA programs. NASAeliminated their cost from its property records when they were designated as heritage assets. A portion of the amountreported for deferred maintenance is for heritage assets.

In accordance with SFFAS No. 8, as amended, heritage assets whose predominant uses are, in general, Governmentoperations are considered "multi-use" heritage assets. Such assets are accounted for as general property, plant, andequipment and capitalized and depreciated in the same manner as other general property, plant, and equipment. NASAhas 18 buildings and structures considered to be "multi-use" heritage assets. The values of these assets are includedin the property, plant, and equipment values shown in the Financial Statements.

For more than 30 years, the NASA Art Program, an important heritage asset, has documented America’s major accom-plishments in aeronautics and space. During that time, more than 200 artists have generously contributed their timeand talent to record their impressions of the U.S. aerospace program in paintings, drawings, and other media. Not onlydo these art works provide a historic record of NASA projects, they give the public a new and fuller understanding ofadvancements in aerospace. Artists are, in fact, given a special view of NASA through the “back door.” Some havewitnessed astronauts in training or scientists at work. The art collection, as a whole, depicts a wide range of subjects,from Space Shuttle launches to aeronautics research, Hubble Space Telescope and even virtual reality.

Artists commissioned by NASA receive a small honorarium in exchange for donating a minimum of one piece to the NASAarchive, which now numbers more than 700 works of art. In addition more than 2,000 works have been donated to theNational Air and Space Museum.

168 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationRequired Supplementary Stewardship InformationStewardship Investments: Research and DevelopmentFor the Fiscal Years Ended September 30, 2003(In Thousands of Dollars)

Research and Development Expenses by Enterprise by Programs/Applications

Part 3 | Financials 169

National Aeronautics and Space AdministrationRequired Supplementary Stewardship InformationStewardship Investments: Research and DevelopmentFor the Fiscal Years Ended September 30, 2003(In Thousands of Dollars)

Research and Development Expenses by Enterprise by Programs/Applications (continued):

Total Non-Research and

NASA makes substantial research and development investments for the benefit of the United States. These amounts areexpensed as incurred in determining the net cost of operations.

170 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationRequired Supplementary Stewardship InformationStewardship Investments: Research and DevelopmentFor the Fiscal Years Ended September 30, 2003

NASA’s research and development programs include activities to extend our knowledge of the Earth, its space environ-ment, and the universe, and to invest in new aeronautics and advanced space transportation technologies that supportthe development and application of technologies critical to the economic, scientific, and technical competitiveness of theUnited States.

Investment in research and development refers to those expenses incurred to support the search for new or refinedknowledge and ideas and for the application or use of such knowledge and ideas for the development of new or improvedproducts and processes with the expectation of maintaining or increasing national economic productive capacity oryielding other future benefits. Research and development is composed of:

Basic research: Systematic study to gain knowledge or understanding of the fundamental aspects of phenomena and ofobservable facts without specific applications toward processes or products in mind;

Applied research: Systematic study to gain knowledge or understanding necessary for determining the means by which arecognized and specific need may be met; and

Development: Systematic use of the knowledge and understanding gained from research for the production of usefulmaterials, devices, systems, or methods, including the design and development of prototypes and processes.

The strategies and resources that NASA uses to achieve its performance goals are highlighted in the Management’sDiscussion & Analysis (MD&A) section of this Performance and Accountability Report. The MD&A also providesinformation regarding the relationship between performance outcomes and outputs to the stewardship investmentsoutlined above. See the MD&A section titled “Highlights of Performance Goals and Results,” for further details.

(a) The OMB revised its rules in Fiscal Year 2000, and no longer considered International Space Station as Investmentin Research and Development, as in previous years. Therefore, in Fiscal Year 2000, Space Station became part ofNon-Research and Development Expenses by Program.

(b) In Fiscal Year 2002, NASA’s appropriation structure was realigned to incorporate the functions of the former MissionSupport appropriation to Science, Aeronautics and Technology and the Human Space Flight. This realignment changedthe functionality from a Research and Development program to both Research and Development and Non-Research andDevelopment, as indicated on the schedule above.

(c) In Fiscal Year 2001, NASA established a new enterprise, Biological and Physical Research. This initiative transferredLife and Microgravity to Biological and Physical Research.

Enterprise/Program/Application Descriptions:

Human Exploration and Development of Space enterprise seeks to expand the frontiers of space and knowledge byexploring, using, and enabling the development of space.

Space Station International Space Station is a complex of research laboratories in low Earth orbit in which American,Russian, Canadian, European, and Japanese astronauts are conducting unique scientific and technological investigationsin a micro gravity environment.

Payload Utilization and Operations program is the “one-stop shopping provider” for all customer carrier needs andrequirements for safe and cost effective access to space via the Space Shuttle.Investment and Support Rocket Propulsion Test Support activity will continue to ensure NASA’s rocket propulsion testcapabilities are properly managed and maintained in World class condition.

Space Science seeks to chart the evolution of the universe, from origins to destiny and understand its galaxies, stars,planetary bodies, and life.

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National Aeronautics and Space AdministrationRequired Supplementary Stewardship InformationStewardship Investments: Research and DevelopmentFor the Fiscal Years Ended September 30, 2003

Enterprise/Program/ Application Descriptions (continued):

Biological and Physical Research affirms NASA’s commitment to the essential role biology will play in the 21st century,and supports the high-priority biological and physical sciences research needed to achieve Agency strategic objectives.

Earth Science develops a scientific understanding of the Earth system and its response to natural and human-inducedchanges to enable improved prediction of climate, weather, and natural hazards for present and future generations.

Aerospace Technology works to advance U.S. preeminence in aerospace research and technology. The enterpriseaims to radically improve air travel, making it safer, faster, and quieter as well as more affordable, accessible, andenvironmentally sound.

Advanced Space Transportation will create a safe, affordable highway through the air and into space by improvingsafety, reliability, and operability, while significantly reducing the cost of space transportation systems.

Education (formerly Academic Programs) consists of two components, the Educational Program and the MinorityUniversity Program. Together, these two components of the Academic Programs provide guidance for the Agency's inter-action with both the formal and informal education community.

Space Shuttle is a partially reusable space vehicle that provides several unique capabilities to the United States spaceprogram. These include retrieving payloads from orbit for reuse; servicing and repairing satellites in space; safelytransporting humans to and from space; launching ISS components and providing an assembly platform in space; andoperation and returning space laboratories.

Space Communications and Data Services supports NASA's enterprises and external customers with SpaceCommunications and Data System services that are responsive to customer needs.

Space Operation’s goal is to provide highly reliable and cost-effective space operations services in support of NASA’sscience and aeronautics programs.

NASA’s Commercial Technology Program facilitates the transfer of NASA inventions, innovations, discoveries orimprovements developed by NASA personnel or in partnership with industry/universities to the private sector.

U.S./Russian Cooperative Program This program includes all flight activities in support of the joint space missionsinvolving the Space Shuttle and the Russian Mir Space Station.

Safety, Reliability and Quality Assurance program invests in the safety and success of NASA missions by assuring thatsound and robust policies, processes, and tools for safety, reliability, quality assurance, and engineering disciplines are inplace and applied throughout NASA.

178 NASA FY 2003 | Performance and Accountability Report

National Aeronautics and Space AdministrationRequired Supplementary InformationDeferred MaintenanceFor the Fiscal Year Ended September 30, 2003

NASA has deferred maintenance only on its facilities, including structures. There is no significant deferred maintenance onother physical property, such as land, equipment, assets in space, leasehold improvements, or assets under capital lease.Contractor-held property is subject to the same considerations.

NASA developed a Deferred Maintenance parametric estimating method (DM method) in order to conduct a consistentcondition assessment of its facilities. This method was developed to measure NASA’s current real property asset conditionand to document real property deterioration. The DM method produces both a parametric cost estimate of deferred main-tenance, and a Facility Condition Index. Both measures are indicators of the overall condition of NASA’s facility assets.The DM method is designed for application to a large population of facilities; results are not necessarily applicable forindividual facilities or small populations of facilities. Under this methodology, NASA defines acceptable operating condi-tions in accordance with standards comparable to those used in private industry, including the aerospace industry. Usingthe DM method, NASA’s estimate of its backing of maintenance and repair is approximately $2.3 billion for both activeand inactive facilities.

Deferred maintenance related to heritage assets is included in the deferred maintenance for general facilities. Maintenanceis not deferred on active assets that require immediate repair to restore them to safe working condition and have an Officeof Safety and Mission Assurance Risk Assessment Classification Code 1 (see NASA STD 8719.7)

Following are tables of NASA’s annual performance goals HOW TO USE THE TREND TABLES(APGs) for fiscal years 2000 to 2003 organized by NASA’s 18Themes and their associated objectives. The tables display Figure I-1 describes the APG numbering scheme. Each APGperformance results/ratings for the past four fiscal years as (e.g., 2S8) starts with a number. This number refers to therequired by the Office of Management and Budget’s Circular Fiscal Year (FY) for which performance is being measuredA-11 and the Government Performance and Results Act. and reported (i.e., “2” represents FY 2002). The letter follow-Performance results/ratings for each APG are indicated by ing the year identifies the responsible Enterprise (i.e., “S”color as follows: refers to the Space Science Enterprise). The final number is Blue: Significantly exceeded annual performance goal. the number of the APG (i.e., 2S8 is the eighth APG under Green: Achieved annual performance goal. the Enterprise). Yellow: Did not achieve annual performance goal, progress was significant and achievement is anticipated The organization of the trend table rows does not necessarily during the next fiscal year. imply consistency or continuity of APGs across all fiscal Red: Failed to achieve annual performance goal, do not years. Those APGs that are the same or very similar from anticipate completion during the next fiscal year. one year to the next are marked with an arrow to indicate White: Annual performance goal postponed or cancelled Theme: Solar System Exploration (SSE) by management directive. Objective 1.4: Catalogue and understand potential hazards to Earth from space. Fiscal Year 2002 2003 2S8 Blue f 3S8 Green Arrow indicating an APG is traceable from one year to the next

Performance rating APG Number assigned to the APG

Responsible Enterprise Code

(e.g. Space Science is Code S)

Fiscal Year

Figure I-1: Guide to NASA’s performance trend tables.

Appendix I | NASA’s APG Performance Trends for FY 2000 to FY 2003 207

continuity from one year to another. Where there are noarrows, APGs have been modified from year to year.

In late FY 2003, NASA adopted changes that will bring

greater stability to the Agency’s annual performance planningsystem in FY 2004 and beyond, but the utility and value ofperformance trend analyses over the past several years hasbeen erratic. In some cases, tracking performance trendsby comparing APG color ratings from one fiscal year toanother produces useful information. For example, withinthe Aeronautics Technology Theme (AT), Objective 2.2 iscomprised of one APG, and it is clear that over the last fouryears, performance in this APG has been consistentlysuccessful or better. The APGs within all objectives in theEarth System Science (ESS) Theme also depict steadyimprovement since FY 2000.

However, simply comparing color ratings from one fiscal

year to another can imply performance trends that may notbe valid. For example, a shift in an APG’s color rating fromGreen in FY 2002 to Yellow in FY 2003 might reflect anumber of factors other than deteriorating performance(e.g., resource reallocations or shifts in program priorities).Changes in the number and/or content of APGs from oneyear to the next also can signal a positive or negativeperformance trend, but this type of change usually reflectsother conditions such as: modifications to the structure ofthe annual performance plan (e.g., re-mapping the APGsto objectives in NASA’s Strategic Plan); completion orupdating of existing APGs; and/or development of newAPGs. (Specific reasons for changes in FY 2003 arediscussed in Part 2 of this report.)

NASA now has in place a good framework of long-term

outcomes that will contribute to more stable annual perform-ance plans in the future. NASA also is working diligently tomake APGs more meaningful, measurable, and consistent.The result should be more valid performance trend trackingby the Agency and its stakeholders, as well as greatervisibility of NASA’s achievements to the American people.

Appendix I | NASA’s APG Performance Trends for FY 2000 to FY 2003 209

Objective 5.2 (continued): Understand how life begins and evolves and determine the characteristics of the solar systemthat led to the origin of life.2000 2001 2002 2003OS70 RedOS45 BlueOS56 RedOS49 GreenOS50 YellowOS57 Red

Objective 6.4: Increase student, teacher, and public access to NASA education resources via the establishment ofe-Education as a principal learning support system.APGs under Objective 6.4 will appear in FY 2004.

Appendix I | NASA’s APG Performance Trends for FY 2000 to FY 2003 221

Crosscutting ProcessesNote: The 2003 APGs in the following tables can be found under Goal 3 (3CK3), Goal 6 (3CK4), Goal 7 (3CK1, 3CK2), andImplementing Strategies in the Detailed Performance Data section.

Provide Aerospace Products and Capabilities

222 NASA FY 2003 | Performance and Accountability Report

Appendix II: Inspector General Act Amendment Reports

The Inspector General Act Audit Follow Up

Amendments Over the last year, the Management Assessment DivisionThe Inspector General Act (as amended) requires semiannual of the Office of Management Systems has taken positivereporting on Inspector General (IG) audits and related activi- steps with the Office of Inspector General (OIG) to increaseties, as well as Agency follow up. Agency follow up reporting meaningful communications throughout the audit cycle,is included in this FY 2003 Performance and Accountability improve the audit/inspection report process, and reconcileReport, and as required by Section 106 of the IG Act audit-tracking data with the OIG. The division also stream-Amendments (P.L. 100-504), it includes statistics on audit lined management’s audit resolution process to enablereports with disallowed costs and recommendations that more efficient management decisions on unresolvedfunds be put to better use for FY 2003. It also provides recommendations. Additionally, the division transitionedinformation on the status of audit and inspection reports the Agency’s corrective action tracking system to apending final action as of September 30, 2003. Web-based architecture. The new system provides e-mail notification alerts to assist in audit follow up, as well as enhanced reporting and analysis capabilities.

Appendix II | Inspector General Act Amendment Reports 223

Audit and Inspection ReportsPending Final Action(as of September 30, 2003.)

E Audit reports needing final action at the end 0 $0

Appendix II | Inspector General Act Amendment Reports 225

Statistical Table on Audit Reports with Recommendationsthat Funds Be Put to Better Use(October 1, 2002 through September 30, 2003.)

Number of Audit Reports Dollar Value

A Audit reports with management decisions on 0 $0 which final action had not been taken at the beginning of the reporting period

B Audit reports on which management 2 $115,000,000

decisions were made during the reporting period

C Total audit reports pending final action 2 $115,000,000

during the reporting period (Total of A + B)

D Audit reports on which final action was

taken during the reporting period 1 Value of recommendations implemented 2 $115,000,000 2 Value of recommendations that 0 $0 management concluded should not or could not be implemented 3 Total (lines D1 + D2) 2 $115,000,000

E Audit reports needing final action at the end 0 $0

of the reporting period (C – D3)

226 NASA FY 2003 | Performance and Accountability Report

Appendix III: NASA’s Performance and Budget Planning Process

The Agency’s planning process includes the development of integrated in the annual budget estimates as the Integrateda strategic plan, annual budget estimates, and a performance Budget and Performance Document (IBPD). NASAplan. The strategic plan is a five-year plan, updated every communicates its performance and progress in meetingthree years, that defines the Agency’s Vision, Mission, Goals, the fiscal year performance plan via the performance andand objectives. The performance plan defines the multi-year accountability report, which also presents the financialoutcomes and annual performance goals assigned to each status of the Agency. (See Figure III-1 for NASA’s planningEnterprise. The performance plan and budget estimates are process and related documents.)